共查询到20条相似文献,搜索用时 140 毫秒
1.
Yoshio Yanadori Takao Kato 《International Journal of Human Resource Management》2013,24(10):1841-1857
Using Japanese firms' data, this study shows that voluntary turnover ratio is negatively related to firm labour productivity. While recent studies have reported the negative influence of turnover on organizational performance (Kacmar et al., 2006; Shaw et al., 2005a), they analysed only US samples. Our study contributes to researchers' efforts to generalize the relationship between voluntary turnover and organizational performance. Turnover is detrimental to labour productivity as it reduces the stock of firm-specific human capital that a firm retains. Findings suggest that firm average employee tenure mediates the relationship between voluntary turnover and labour productivity. 相似文献
2.
ABSTRACTRegret is so common as to be the second most frequently named emotion in a study of the use of emotions in everyday language (Shimanoff, 1984). Regret is a negative, cognitively based emotion that we experience when realizing or imagining that our present situation would have been better had we acted differently (Zeelenberg, 1999). Meanwhile, complaint handling takes an important role in raising the retention rate of the customers who experience service problems (Hart, Heskett, & Sasser, 1990). Customers anticipate that enterprises will remedy their service failure. The complaining process enhances the relationship between dissatisfied customers and enterprises (Chebat & Slusarczyk, 2005). One of the strategies to retain customers is to recover justice from failures (Blodgett, Hill, & Tax, 1997). This study intended to explore the impact of customers’ experiential regret in service failure on customers’ behavioral intention and investigate whether the service justice perceived by customers moderates the relationship between these two. 相似文献
3.
André Lemelin 《Economic Systems Research》2009,21(4):399-408
The fundamental idea in Junius and Oosterhaven (2003) is to break down the information contained in the a priori data into two parts: algebraic signs, and absolute values. This approach is well grounded in information theory, and provides a basis on which to solve the problem of adjusting matrices with negative entries. However, Junius and Oosterhaven (2003) have formulated a target function that is not equivalent to the Kullback and Leibler (1951) cross-entropy measure, and so is not a representation of the minimum information loss principle. Neither is the alternative target function proposed by Lenzen et al. (2007). This paper develops the exact Kullback and Leibler cross-entropy measure. In addition, following the constrained optimization approach, this paper applies the same principle to solve adjustment problems where row-sums, column-sums or both are constrained to zero. 相似文献
4.
Jan Oosterhaven 《Economic Systems Research》2005,17(3):327-331
Junius and Oosterhaven (2003) developed the GRAS algorithm that minimizes the information gain when updating input–output tables with both positive and negative signs. Jackson and Murray (2004), however, claim that minimizing squared differences in coefficients produces a smaller information gain, which is theoretically impossible. In this comment, calculation errors are sorted out from differences in measures, and it is shown that the information gain needs to be taken in absolute terms when increasing and decreasing cell values occur together. The numerical results show that GRAS outperforms both sign-preserving alternatives in all but one comparison of lesser economic importance. Moreover, as opposed to the result of Jackson and Murray, they show that minimizing absolute differences consistently outperforms minimizing squared differences, which overweighs large errors in small coefficients. 相似文献
5.
Abstract This study examines the value of trustworthiness of supervisors within US federal agencies. Although public administration scholars have paid attention to trust as a managerial resource, more empirical evidence is still needed. The authors test whether perceived trustworthiness of supervisors works as a valuable managerial resource within federal agencies. Following Mayer et al. (1995), this study assumes trustworthiness as a multi-dimensional concept composed of ability, benevolence and integrity. Drawing on data from a large-scale survey of US federal employees, the research first tests whether these factors constitute the elements of supervisory trustworthiness of federal agencies by second-order confirmatory factor analysis. Then, using ordinary least squares (OLS) regression, the research examines whether trustworthiness has positive associations with employee satisfaction and cooperation within work units. The analyses confirm that the three factors constitute trustworthiness as Mayer et al. (1995) suggest and that supervisory trustworthiness is substantially associated with the two outcomes. 相似文献
6.
Shahidul Hassan 《Public Management Review》2013,15(5):563-584
Abstract This study examined the shared perceptions of 739 professional and technical employees regarding organizational climate and the strength of affective commitment in fifty-one geographically dispersed offices of an agency of state government. The results indicated that the level of affective commitment in these offices could be predicted reliably (adjusted R 2 = .75) from three of the eight dimensions of organizational climate included in the study: goal ambiguity, social cohesion and fairness and equity. Implications of these results with respect to developing effective human resource management strategies in public sector organizations are discussed in detail. 相似文献
7.
Stephen Brammer Andrew Millington Bruce Rayton 《International Journal of Human Resource Management》2013,24(10):1701-1719
This study investigates the relationship between organizational commitment and employee perceptions of corporate social responsibility (CSR) within a model that draws on social identity theory. Specifically, we examine the impact of three aspects of socially responsible behaviour on organizational commitment: employee perceptions of corporate social responsibility in the community, procedural justice in the organization and the provision of employee training. The relationship between organizational commitment and each aspect of CSR is investigated within a model that distinguishes between genders and includes a set of control variables that is drawn from the commitment literature (Meyer et al., 2002). The analysis is based on a sample of 4,712 employees drawn from a financial services company. The results emphasize the importance of gender variation and suggest both that external CSR is positively related to organizational commitment and that the contribution of CSR to organizational commitment is at least as great as job satisfaction. 相似文献
8.
Sjoerd Beugelsdijk Marjolijn Onrust André van Hoorn Arjen Slangen 《International Journal of Human Resource Management》2015,26(2):165-191
Extant practice in international management is to measure cultural distance as a nation-to-nation comparison of country means on cultural values, thereby ignoring the cultural variation that exists within countries. We argue that these traditional mean-based measures of cultural distance should take within-country cultural variation into account. Therefore, we propose the use of variance-based measures of cultural distance. To illustrate our argument, we examine total US foreign affiliate sales in more than 40 host countries over the 1983–2008 period, complemented with data from the World Values Survey. We analyze the effects of three cultural distance measures: the Kogut and Singh (1988) mean-based index of cultural distance, the Kogut and Singh (1988) index conditioned by host-country cultural variation and a variance-based measure that takes into account both home- and host-country cultural variation. Our findings indicate that, when within-country cultural variation is taken into account, the explanatory power of the Kogut and Singh (1988) index is substantially decreased. In addition, our variance-based measure of cultural distance outperforms the Kogut and Singh (1988) measure in the explanation of foreign US sales. We therefore suggest to move from mean-based to variance-based measures of cultural distance, thereby taking the cultural variation within countries into account. 相似文献
9.
Jan Oosterhaven 《Economic Systems Research》2012,24(1):101-111
Guerra and Sancho (2011) argue that adding a supply-driven consumption function to the Ghosh model diminishes its implausibility in the case of centrally planned economies. Extending the Leontief model with a demand-driven consumption function does make that model more realistic. Extending the Ghosh model, however, makes it even more implausible in the case of a market economy, while it becomes even more problematic as a guide for a centrally planned economy. The prime reason is that complementarities between inputs are negated, not only for firms, but now also for households. Consequently, industry and aggregate output may now increase, while corresponding value added decreases, and vice versa. 相似文献
10.
Junius and Oosterhaven (2003) present a RAS matrix balancing variant that can incorporate negative elements in the balancing. There are, however, a couple of issues in the approach described – the first being the handling of zeros in the initial estimate, and the second being the formulation of their minimum-information principle. We present a corrected exposition of GRAS. 相似文献
11.
Astrid Haesli & Peter Boxall 《International Journal of Human Resource Management》2013,24(11):1955-1975
The resource-based view and the knowledge-based view are important developments in strategic management theory, and ‘knowledge management’ has exploded in the popular management literature. There is, however, little empirical literature that explores the connections between firms' attempts at knowledge management and their HR strategies. In this paper, we focus particularly on links between knowledge management and staffing practices. High-technology manufacturing was selected as the site of our research, as high-technology firms rely on highly skilled employees to innovate and develop new products and are therefore an ideal environment for exploring the strategies employed for both managing knowledge, and recruiting and retaining employees. Drawing particularly on the work of Hansen et al. (1999), this paper identifies and explores two fits between knowledge management and HR strategy or what we call KM-HR configurations: ‘personalization-retention’ and ‘codification-recruitment’. We argue that there is no one way to manage knowledge and its links to HRM and build a simple framework of potential KM-HR configurations with propositions for future research. 相似文献
12.
13.
《Enterprise Information Systems》2013,7(4):391-421
Organisations often make implementation decisions with little consideration for the maintenance phase of an enterprise resource planning (ERP) system, resulting in significant recurring maintenance costs. Poor cost estimations are likely related to the lack of an appropriate framework for enterprise-wide pre-packaged software maintenance, which requires an ongoing relationship with the software vendor (Markus, M.L., Tanis, C., and Fenema, P.C., 2000. Multisite ERP implementation. CACM, 43 (4), 42–46). The end result is that critical project decisions are made with little empirical data, resulting in substantial long-term cost impacts. The product of this research is a formal dynamic simulation model that enables theory testing, scenario exploration and policy analysis. The simulation model ERPMAINT1 was developed by combining and extending existing frameworks in several research domains, and by incorporating quantitative and qualitative case study data. The ERPMAINT1 model evaluates tradeoffs between different ERP project management decisions and their impact on post-implementation total cost of ownership (TCO). Through model simulations a variety of dynamic insights were revealed that could assist ERP project managers. Major findings from the simulation show that upfront investments in mentoring and system exposure translate to long-term cost savings. The findings also indicate that in addition to customisations, add-ons have a significant impact on TCO. 相似文献
14.
The effects of HRM practices and antecedents on organizational commitment among university employees
S.G.A. Smeenk R.N. Eisinga J.C. Teelken J.A.C.M. Doorewaard 《International Journal of Human Resource Management》2013,24(12):2035-2054
This paper examines which factors affect organizational commitment among Dutch university employees in two faculties with different academic identities (separatist versus hegemonist, Stiles, 2004). The analyses of Web survey data reveal that in the separatist faculty decentralization, compensation, training/development, positional tenure and career mobility have significant effects. Age, organizational tenure, level of autonomy, working hours, social involvement and personal importance significantly affect the employees' organizational commitment in the hegemonist faculty. Participation, social interactions and job level are factors that are important in both faculties. The findings indicate that the set of factors affecting the organizational commitment of employees differs between the separatist and hegemonist faculties. The findings empirically support the argument that different configurations or ‘bundles’ of HRM practices (Delery and Doty, 1996; Guest, 1997) are suited for organizations with different identities. Explanations for the observed relationships, implications and limitations of the study are discussed. 相似文献
15.
Kathy Monks Michael Loughnane 《International Journal of Human Resource Management》2013,24(11):1926-1941
This article considers the way in which new HR systems were designed for three power stations within Ireland. The study provides insights into how choices are made about which practices are included in or excluded from the HR bundle and considers the factors that can lead to or prevent the successful implementation of new HR systems. The research suggests that all HR practices are not necessarily of equal importance in the bundle that comprises an HR system. Instead, it may be useful to view such a system as comprising both core and ancillary HR practices and as dependent on the existence of appropriate HR processes if it is to operate successfully. In addition, the study suggests that new HR systems may fail because insufficient attention is paid to the impact of ‘deadly combinations’ (Becker et al., 1997) and that changing an existing system will require the elimination of old practices before new practices can be introduced successfully. 相似文献
16.
Paul De Boer 《Economic Systems Research》2008,20(1):97-109
In recent years, a large number of empirical articles on structural decomposition analysis, which aims at disentangling an aggregate change in a variable into its r factors, has been published in this journal. Commonly used methods are the average of the two polar decompositions and the average of all r! elementary decompositions (Dietzenbacher and Los, 1998, D&L). We propose to use instead the ‘ideal’ Montgomery decomposition, which means that it satisfies the requirement of factor reversal imposed in index number theory. We prefer it to the methods previously mentioned. The average of the two polar decompositions is not ‘ideal’, so that the outcome depends on the ordering of the factors. The average of all elementary decompositions is ‘ideal’, but requires the computation of an ever increasing number of decompositions when the number of factors increases. Application to the example of D&L (four factors) shows that the three methods yield results that are close to each other. 相似文献
17.
Abstract This paper investigates voluntary adoptions of International Accounting Standards (IAS) by private enterprises, and builds on prior research which posits that higher quality financial reports through IAS adoption can reduce information asymmetry and facilitate contracting with external parties. Specifically, we pursue the following questions. First, do firm-specific incentives matter in the IAS adoption decision after controlling for country-level institutional factors? Second, does the relative importance of firm vs. country factors vary across institutional settings? Using a sample of 3,722 small and medium-sized private enterprises from 56 countries, we report two primary findings. First, both firm and country factors matter in the voluntary IAS adoption decision. Second, when we focus on sub-samples of countries partitioned by the level of economic development, we find that firm factors dominate country factors in more developed countries, while in less developed countries, country factors dominate firm factors in explaining IAS adoptions. This result is consistent with the argument in Doidge et al. (Journal of Financial Economics, 86(1), pp. 1–39, 2007) that firm incentives are more important in explaining governance choices (including accounting) in more developed countries where the benefits from better governance are more likely to exceed the attendant costs. Collectively, our results suggest that less developed countries can enhance the benefits from IAS adoptions by developing institutions which facilitate private contracting. 相似文献
18.
Leif Jonsson 《Public Management Review》2013,15(4):539-558
Abstract The research tries to explain the contrasting pictures presented by two recent articles published in Public Management Review: Tonnisson and Wilson (2007) and Nemec, Merickova and Ochrana (2008). The data suggest that the research methodology has a major impact on the results, and in our case this factor is the main explanation for the differences between the results. Although the use of different research methodologies explains a lot of the inter-country variation in results, it does seem that the benchmarking situation, particularly for local service delivery in Czechia and Slovakia, is less satisfactory than in Estonia. 相似文献
19.
A central claim of strategic HRM is the notion that the way a firm manages its workforce affects its corporate performance. In particular, ‘high performance human resource management’, a systematic approach toward HR management consisting of internally consistent HR dimensions that develop the skill and motivation of the workforce, is considered to contribute to the ‘bottom-line’ of companies. The benefits are attributed generally to ‘complementarities’ among the constituent dimensions. In the theoretical part of this paper we distinguish between three different processes resulting in such complementarities: reinforcement, flanking and compensation. These different processes are exemplified for five areas of high performance human resource management, incentives systems, training, sharing arrangements, guidance and selective recruitment. In the empirical part of this paper we examine whether the effect at the employee level can be traced to the complementary relationships among the five high performance HR dimensions. The core hypothesis to be tested in this study is that the complementarity effect of the high performance HR management system enhances employee performance over and above the sum of the effects of the five practices. This complementarity hypothesis is tested using a methodology for the test of systems effects suggested by Ichniowski et al. (1997). The data come from a matched establishment survey in two European countries, Ireland and the Netherlands. These datasets comprise data from nearly 400 establishments. Key findings are that the complementarity hypothesis is fully supported by the Irish data but rejected by the Dutch data. 相似文献
20.
Li-Fen Liao 《International Journal of Human Resource Management》2013,24(10):1881-1895
Sharing knowledge in an R&D team is one of the crucial ways of sustaining a competitive advantage. According to the social power theory, managers have five types of power to influence subordinates' behavior (French and Raven 1959). This study examines managers' social power influencing R&D employees' knowledge-sharing behavior. The empirical model formed two nested models, one to assess the direct effect of managers' social power on employees' knowledge-sharing behavior, and the other to examine the indirect effect of using the mediated variable of trust. Data gathered from 105 R&D employees were employed to examine the relationship. The results indicate that manager's reward power and expert power have direct effects, while reference power and expert power have indirect effects. 相似文献