The Potential Role of Organizational Setting in Creating “Entitled” Employees: An Investigation of the Antecedents of Equity Sensitivity

Existing research suggests that the equity sensitivity construct has both theoretical significance and applied value. This study investigates the antecedents of equity sensitivity, focusing on the relationships among organizational setting, personal characteristics (age, sex, work experience), organization tenure, and equity sensitivity. Results based on survey data from 613 individuals employed in ten diverse organizations suggest that organizational setting influences equity sensitivity levels among employees, Evidence of a significant relationship between age and equity sensitivity is also found. However, the relationship between organizational tenure and equity sensitivity found in previous studies is not replicated when adequate controls are included. Theoretical and practical implications of the findings are discussed.     

Strategic human resource management and supply chain orientation

Most SHRM research has concentrated on single, focal organizations and on activities taking place within the firm. The purpose of this article is to lay a foundation for studying SHRM in the supply chain. We present a framework which identifies factors that influence whether adopting a supply chain orientation (SCO) is effective, and articulates the contingencies that shape SHRM practices needed to achieve and capitalize on SCO. We make several contributions to the strategic human resource management and supply chain literatures. First, we highlight this neglected area of research. Second, we expand the boundary conditions of strategic human resource management and HR systems from a primarily single firm, intra-organizational focus to one which includes both intra- and inter-organizational relationships. Third, we provide a framework for understanding the links between HR systems, SCO, and strategic outcomes. Fourth, we build upon previous theorizing in strategic human resource management and provide a framework for research in the supply chain context. And finally, we offer propositions for future research, along with a decision making model which has implications for both research and management practice.     

Creating an Environment for Economic Growth: Creativity,Entrepreneurship or Human Capital?

Scholars and policymakers interested in the growth and prosperity of regions have long recognized that talent and knowledge are fundamental. Yet the question is what types of talent are needed in a growing twenty‐first‐century economy: human capital, creativity and innovation, or entrepreneurship? The latter we define broadly to include any type of risk taking, and not only radical innovation. The literature does not clearly point to one factor as being the most essential. This study assesses this question separately for rural and urban United States (US) counties. We find that human capital––measured by educational attainment––is considerably more conducive to employment growth than the share of creative occupations. Likewise, the share of small and medium businesses is also very conducive to local growth, although this does not apply to the self‐employment share. Rural and urban areas experience similar patterns, although the magnitude thereof tends to be larger for urban counties, whereas high‐technology employment share has had a positive effect in rural areas. Policy conclusions suggest that enhancing small business development and increasing educational attainment are the two strategies that are most likely to succeed.     

Organizationally Sensible vs. Legal-Centric Responses to the Eroding Employment At-Will Doctrine

Most private sector American employers have responded to the uncertainty created by the erosion of the employment at-will doctrine by adopting tactics aimed at avoiding the perceived costs associated with salient legal concerns (e.g., requiring written agreements to preserve the at-will relationship and defeat implied-contract claims). This article discusses the limitations of such a highly legal-centric approach, and provides an alternative decision framework that will promote more strategic, or organizationally sensible, employer responses. In addition to providing specific guidance for employers facing the employment at-will issue, the article's analysis and discussion illustrates a general approach that has relevance wherever organizational decision makers address employment decisions with potential legal implications.