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Voluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship.

The unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses.

This study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover.

This study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover.

To increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS.

The authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.

Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. The paper aims to discuss these issues.

Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects.

Managers high on agreeableness, conscientiousness and extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of agreeableness and conscientiousness on the fulfillment of the PC occur through the “relational PC” variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized.

Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations toward their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data.

Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is often stated that any organization’s most valuable asset is its workforce. Effective management of human capital is therefore crucial if the firm is to prosper. To this end, managers have an important part to play. A key feature of their role is to help entice, develop and retain talent. They additionally act as the company’s agent in establishing the psychological contract (PC) that is sometimes created between the employer and an individual worker. Psychological contracts reflect certain obligations the company makes to an employee. Managers act to facilitate these agreements that often involve both explicit and implicit pledges. Their profound understanding of the employer perspective makes them ideal for this function.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In the absence of any theoretical guidance, a solution to the question of what is the appropriate functional form for an import demand model can only be found empirically. Examines this question in the context of UK motor vehicle imports by applying a range of tests of functional form to two, alternatively specified, import demand models: the “traditional” price‐income model incorporating the popular but restrictive partial adjustment mechanism and a cost‐expenditure model that employs a less restrictive lag structure. Finds, principally that the commonly imposed linear or log‐linear functional forms cannot be rejected in relation to the price‐income specification, but there is some evidence that neither functional form may be appropriate in relation to the theoretically sounder cost‐expenditure model of import demand.