The authors examined predictors of aggregate quit rates using data from a 1998 establishment-level survey of telecommunications employees. Using industrial relationships and strategic human resource theory, they identify set of mechanisms and practices that are likely to predict quit rates.
In this study, authors move beyond the “dark triad” to assess aberrant personality tendencies at work via an alternative methodology. Indicators of aberrant personality tendencies were calculated using 6 five-factor model (FFM) aberrant compounds. Results reveal that FFM aberrant personality tendencies could be useful for personnel psychologists looking to form new linear combinations of FFM facets.
When customers complain about service or products, many retailers turn to coupons and established procedures to manage complaints quickly. But how do these decisions by management actually interact and affect customer behavior? In this paper, authors investigate both the interaction of reacting quickly and using coupons to respond to a customer complaint.
When designing a job, consider the values of the occupation within which the job resides, according to research by Erich C. Dierdorff of DePaul University & Frederick P. Morgeson of Michigan State University. For example, imagine that you’re designing an internal consultant job that you expect to be filled by
Meyer, et al. (2002) conducted meta-analyses to investigate the relationship between the three different forms of commitment presented in Meyer and Allen’s (1991) Three Component Model (TCM). They also evaluated antecedents, consequences, and correlates presented in the TCM.
In this article, Wessel and Christensen (2012) focus on how practitioners and business leaders can anticipate and address disruptions to their business models. The authors guide us in ways to maximize company response to disruptions.
In a recent study, Mayer, et al. (2013) examined how ethical leadership and coworker is associated with employees reporting unethical behavior. They found that ethical behavior amongst employees is related to the tone set by ethical leaders and coworkers.
In a study by Gong et al. (2009), researchers developed a dual-concern model of human resources management. The authors identified HR practices that fall into maintenance- and performance-oriented HR subsystems. Results offer improved insights into how HR provides a source of organizational and competitive advantage.
In this recent study, Honkaniemi et al. (2013) set out of explore whether a job applicant’s personality type is associated with his/her reactions – including perceptions of fairness and face validity – to the selection process. Results question whether personality types should be included in models and analyses investigating applicant reactions.
In an “oldie but goodie,” Huselid (1995) examines relationships between High Performance Work Practices and company performance. His results reveal both a significant impact of these practices on turnover and productivity, but also on longer-term variables like financial performance.
