Complexities and Controversies in Linking HRM with Organizational Outcomes

Our understanding of the way in which human resource management (HRM) is linked to organizational performance is still limited, despite recent advances that use a quantitative approach to argue for a strong positive relationship between 'High Performance Work Practices' and firm financial performance. These studies are limited by their reliance on a single informant in each organization, and their emphasis on financial performance at the expense of a broader range of outcome variables. This paper contributes to the debate by analysing in detail the human resource policies and practices of one case-study organization over a two-year time period, using a variety of methodologies and drawing on a broad range of informants across the organization. Instead of devising a list of 'best practice' HRM from the literature and testing its impact on performance, we instead invert the question and take a firm that is financially successful and ask what HR policies and practices it uses. We also examine the way in which these policies are enacted. This methodology enables us to show that even successful organizations do not always implement 'best practice' HRM, and that there is frequently a discrepancy between intention and practice. Outcomes at the individual and organizational levels are complex and often contradictory; we question the extent to which is it possible or meaningful to attempt to measure the interrelationship between HRM, at the level of the formal system, and organizational performance, without taking into consideration the role played by the informal organization in the process and implementation of HR policies.     

Managing equal opportunities for women: sorting the friends from the foes

Employees working in Hong Kong were surveyed on their attitudes towards managing equal opportunities for women. Results indicate that gender is a better predictor of attitudes than work identity. Manager/employee work identity has an add‐on moderating effect on some women‐friendly policies but not on others. Out of seven women‐friendly dimensions, women as managers are less receptive of only two: 'training and development' and 'positive equal opportunities'; men as managers, in contrast, are less resistant to 'training and development' and 'flexitime'. The findings suggest that there are three levels of gatekeeping: one, male employees; two, male managers; and three, female managers. We suggest that to help women employees break the glass ceiling, different organisational and societal change programmes are needed to target the different groups of gatekeepers.     

Consumer workers as immaterial labour in the converging media markets: three value‐creation practices

This paper takes a practice‐based approach to consumer studies and focuses on the strategic and productive roles that consumers play as immaterial labour or consumer workers in the converging media markets. Based on a case study of a print media organization and its customers, the aim is to discuss the collaborative practices through which value is created in the market. By means of a textual analysis of online and interview data, three value‐creation practices are abstracted and illustrated: constructing a sense of belonging and collective identity, mutual helping and peer support, and building pride and self‐respect. Overall, the paper suggests that in global media environments, consumer‐customers are playing increasingly significant strategic roles in the practices and processes through which value is co‐created in the market. It is therefore concluded that the idea of consumers, and media audiences in particular, as recipients of communication and targets of marketing activities needs to be problematized and the dynamic strategic roles that consumers currently play in the market need to be acknowledged and actively incorporated into the business praxis of media corporations.     

Employee Motivation and Organizational Commitment: A Comparison of Tipped and Nontipped Restaurant Employees

This study explores motivational and organizational commitment factors of tipped and nontipped restaurant employees when differentiated by gender. The data collected from employees of a nationally-known, branded restaurant chain was analyzed using the ANOVA procedure in an effort to determine if significant differences existed between the tipped and nontipped employees relative to their level of motivation and organizational commitment. The results show that limited differences do exist for certain motivational factors and organizational commitment factors when employees were differentiated by tipped versus nontipped employee status and by gender. The study concludes by offering management implications and suggestions for future research relative to implementing operational systems, policies, and procedures that attend to restaurant employee classification difference as well as gender preference.     

Motives for Giving: A Reanalysis of Two Classic Public Goods Experiments

Experimental work in economics prompted the development of theories of other‐regarding behavior. In this article we reanalyze two classic public goods experiments and focus on the nature of individuals' responses to others' behavior in order to help distinguish alternative motives for giving, including altruism, warm glow, reciprocity, and inequality aversion. Analysis that allows for asymmetric feedback responses generates support for inequality aversion motives but little for reciprocity (matching), altruism, and warm glow. We conclude that individual‐level analysis of existing public goods data can provide more insightful, informative estimates of treatment effects.     

Market and Cost Structure in the U.S. Beef Packing Industry: A Plant-Level Analysis

A resurgence of consolidation in the U.S. meat packing industry in the past few decades has stimulated academic and policy debate. Issues raised include the role of cost economies in driving these patterns, and the effects on the agricultural sector (cattle producers) from market power. Here, plant level cost and revenue data for U.S. beef packing plants are used to estimate a cost-based model incorporating cattle- and output-market pricing behavior. The robust results indicate little market power exploitation in either the cattle input or beef output markets, and that any apparent evidence is counteracted by cost efficiencies such as utilization and scope economies.