Maximizing your return on people

Though most traditional HR performance metrics don't predict organizational performance, alternatives simply have not existed--until now. During the past ten years, researchers Laurie Bassi and Daniel McMurrer have worked to develop a system that allows executives to assess human capital management (HCM) and to use those metrics both to predict organizational performance and to guide organizations' investments in people. The new framework is based on a core set of HCM drivers that fall into five major categories: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacity. By employing rigorously designed surveys to score a company on the range of HCM practices across the five categories, it's possible to benchmark organizational HCM capabilities, identify HCM strengths and weaknesses, and link improvements or back-sliding in specific HCM practices with improvements or shortcomings in organizational performance. The process requires determining a "maturity" score for each practice, based on a scale of 1 (low) to 5 (high). Over time, evolving maturity scores from multiple surveys can reveal progress in each of the HCM practices and help a company decide where to focus improvement efforts that will have a direct impact on performance. The authors draw from their work with American Standard, South Carolina's Beaufort County School District, and a bevy of financial firms to show how improving HCM scores led to increased sales, safety, academic test scores, and stock returns. Bassi and McMurrer urge HR departments to move beyond the usual metrics and begin using HCM measurement tools to gauge how well people are managed and developed throughout the organization. In this new role, according to the authors, HR can take on strategic responsibility and ensure that superior human capital management becomes central to the organization's culture.     

A preliminary comparative analysis of 3D body scanner,manually taken girth body measurements and size chart measurements

In an attempt to provide a technological solution to the influx of cheap imports in South Africa and bridging the technology divide between Africa and the rest of the world, the Council for Scientific and Industrial Research procured a three‐dimensional body scanner from the Textile and Clothing Technology Corporation, in the US. The pilot study was aimed at introducing the technology to the South African consumers, and to compare the scanned data with the manually taken measurements. A convenience sample of 56 females in South Africa was interviewed using a structured questionnaire. Interviews were used to capture views on acceptance of the technology, prior to being scanned. Scanning garments made from a stretchy fabric were designed and sewn in four sizes of small, medium, large and extra large. A covariance, one sample t‐test and paired t‐ tests were used for data analyses. Almost all respondents felt comfortable with the designed scanning garments and the scanning process. The scanner measurements were generally more numerical in value than the manual measurements for a body part as expected, although the disparity was on the higher side than expected. The discernible difference between means of scanned data and standard values in the currently used sizing charts highlighted the long overdue need to update the sizing charts using a national anthropometric database generated locally.     

Strategic Explanations for the Early Adoption of ISO 14001

There are two different, and somewhat competing, strategic explanations for why firms certify for ISO 14001. On the one hand, firms may seek to reinforce their present strategies thereby further enhancing their competitive advantage. On the other hand, firms may use ISO 14001 as a mechanism to reorient their strategies, so that a clear signal is sent about the firm's change in strategic positioning. This paper aims to identify the most likely explanation for early adopters of ISO 14001.Using a matched pair design, we test these alternative explanations on a sample of US firms that certified for ISO 14001 in the first two years after its introduction. In particular, we tested whether ISO 14001 was used to reinforce or reorient firm strategies in respect to the natural environment, corporate social responsibility, quality, and internationalization.We found that firms that certified early for ISO 14001 had considerable environmental legitimacy and a strong international presence. We also found that the firm's commitment to corporate social responsibility and quality were not significantly different between certified and non-certified firms. These findings suggest that early adopters of ISO 14001 leaned towards reinforcing rather than reorienting their firm strategy, which calls into question the ultimate reach of ISO 14001.     

The Face of Fairness: Self-Awareness as a Means to Promote Fairness among Managers with Low Empathy

Although managing fairness is a critical concern for organizations, not all managers are predisposed to enact high levels of fairness. Emerging empirical evidence suggests that personality characteristics can be an important antecedent of managers’ fair behavior. However, relatively little attention has been devoted to understand how to promote fairness among managers who are naturally predisposed to engage in lower levels of fairness. Building upon self-awareness theory, we argue that increasing managers’ self-awareness can motivate managers with low trait empathy to engage in greater levels of justice. We test the interactive effects of trait empathy and state self-awareness using an experimental study (N = 76) in which individuals were asked to communicate negative news. In support of our hypothesis, our results indicate that increasing self-awareness through self-focusing situations can help promote interactional justice when communicating negative news for individuals with low trait empathy. The theoretical and practical implications of these findings are discussed.     

An evolving theory of hybrid distribution: Taming a hostile supply network

Suppliers attempting to expand markets through hybrid distribution have created a complex, potentially hostile environment that reaches beyond dyads to network relationships. We offer a multi-theoretic paradigm that uses the network, social capital, structural holes and distributive fairness literatures to guide suppliers in the transition of governing hybrid channels so that when markets do overlap, cooperation and competition can effectively co-exist within the supply network. Specifically, we propose that social capital, structural holes, trust, and distributive fairness can be used to govern the effectiveness of cooperation and competition among hybrid channels and yield higher performance within the supply network. A corresponding propositional inventory is offered.