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Publication date: 1 July 2014

Gerald R. Ferris, John N. Harris, Zachary A. Russell, B. Parker Ellen, Arthur D. Martinez and F. Randy Blass

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on…

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Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

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Publication date: 28 January 2003

Timothy J. Bartness and Diane E. Day

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Progress in Psychobiology and Physiological Psychology
Type: Book
ISBN: 978-0-12-542118-8

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Book part
Publication date: 21 July 2022

Ian Ruthven

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Dealing With Change Through Information Sculpting
Type: Book
ISBN: 978-1-80382-047-7

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Book part
Publication date: 17 August 1998

Douglas J. Ernest

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Advances in Librarianship
Type: Book
ISBN: 978-0-12024-622-9

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Book part
Publication date: 16 July 2019

Ahmet C. Kurt and Nancy Chun Feng

Many argue that the design of compensation contracts for public company chief executive officers (CEOs) is often not guided by a goal of value maximization. Yet, there is limited…

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Many argue that the design of compensation contracts for public company chief executive officers (CEOs) is often not guided by a goal of value maximization. Yet, there is limited direct empirical evidence on the negative consequences of the proposed inefficient contracting between shareholders and CEOs. Using data on CEO bonus contracts of the S&P 500 firms, we investigate potential firm performance implications of the use of qualitative criteria such as leadership and mentoring in those contracts. We maintain that unlike quantitative criteria, qualitative criteria are difficult to define and measure on an objective basis, possibly resulting in an inefficient and biased incentive structure. Twenty-five percent of the sample observations have CEO bonus contracts that include a qualitative criterion for bonus payment determination. Our results show that employee productivity, asset productivity, capital expenditures, and future abnormal stock returns are lower for firms that use a qualitative criterion in CEO bonus contracts than those that do not. Further, contrary to the argument in prior literature that earnings management decreases with the use of subjective performance indicators in incentive contracts, we find that income-increasing accruals are actually higher when the CEO bonus contract includes a qualitative criterion. We recommend that compensation committees set concrete, measurable performance goals for CEOs, providing CEOs with better guidance and helping improve their corporate decision making.

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Book part
Publication date: 30 June 2023

Lisa M. Given, Donald O. Case and Rebekah Willson

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Looking for Information
Type: Book
ISBN: 978-1-80382-424-6

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Book part
Publication date: 27 June 2018

Jeffrey W. Alstete, Nicholas J. Beutell and John P. Meyer

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Evaluating Scholarship and Research Impact
Type: Book
ISBN: 978-1-78756-390-2

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Book part
Publication date: 16 July 2018

Kaylee J. Hackney and Pamela L. Perrewé

Research examining the experiences of women in the workplace has, to a large extent, neglected the unique stressors pregnant employees may experience. Stress during pregnancy has…

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Research examining the experiences of women in the workplace has, to a large extent, neglected the unique stressors pregnant employees may experience. Stress during pregnancy has been shown consistently to lead to detrimental consequences for the mother and her baby. Using job stress theories, we develop an expanded theoretical model of experienced stress during pregnancy and the potential detrimental health outcomes for the mother and her baby. Our theoretical model includes factors from multiple levels (i.e., individual, interpersonal, sociocultural, and community) and the role they play on the health and well-being of the pregnant employee and her baby. In order to gain a deeper understanding of job stress during pregnancy, we examine three pregnancy-specific organizational stressors (i.e., perceived pregnancy discrimination, pregnancy disclosure, and identity-role conflict) that are unique to pregnant employees. These stressors are argued to be over and above the normal job stressors experienced and they are proposed to result in elevated levels of experienced stress leading to detrimental health outcomes for the mother and baby. The role of resilience resources and learning in reducing some of the negative outcomes from job stressors is also explored.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Book part
Publication date: 1 January 2006

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Advances in Library Administration and Organization
Type: Book
ISBN: 978-0-7623-1410-2

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Book part
Publication date: 13 August 2024

Kristen Jaramillo, Isaac Sabat and Kelly Dray

Discrimination is a widespread problem in organizations and has been linked to a variety of negative personal and organizational outcomes (e.g., Hughes & Dodge, 1997; Jones et

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Discrimination is a widespread problem in organizations and has been linked to a variety of negative personal and organizational outcomes (e.g., Hughes & Dodge, 1997; Jones et al., 2016). Confronting is one way to assuage these harmful outcomes. However, several factors can influence whether these confrontation behaviors take place. First, for individuals to confront, they must recognize the discrimination, interpret it as an emergency, take responsibility, identify a response, and decide to intervene (Ashburn-Nardo et al., 2008). In addition, factors like identity, type of prejudice, confrontation tone, and relationship to the perpetrator can influence decisions to confront, as well as the outcomes associated with these confrontation behaviors. Overall, this chapter reviews the literature on the antecedents, outcomes, and moderators associated with confrontation. Moreover, this chapter provides recommendations for organizations and future researchers based on the reported findings.

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Diversity, Equity, and Inclusion (DEI) Management
Type: Book
ISBN: 978-1-83549-259-8

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