MICHAEL K. JUDIESCH, FRANK L. SCHMIDT and MICHAEL K. MOUNT
Recently, we (Judiesch, Schmidt, & Mount, 1992) concluded that the Schmidt et al. (1979) SDy estimation procedure results in downwardly biased estimates of utility. This…
Abstract
Recently, we (Judiesch, Schmidt, & Mount, 1992) concluded that the Schmidt et al. (1979) SDy estimation procedure results in downwardly biased estimates of utility. This conclusion led us to propose a modification of the Schmidt et al. method that involves estimating SDy as the product of estimates of the coefficient of variation (SDy/ Y) and an objective estimate of the average value of employee output (Y). The present article reviews the rationale underlying our conclusion that this modification of the Schmidt et al. method of estimating SDy results in more accurate estimates of SDy, and hence, utility.
This paper seeks to present the positions and conclusions of scholars to support a proposition that the asset approach to human resource accounting has failed.
Abstract
Purpose
This paper seeks to present the positions and conclusions of scholars to support a proposition that the asset approach to human resource accounting has failed.
Design/methodology/approach
Reviews the history of human asset accounting.
Findings
The paper offers an alternative “liability approach” to account for and report human resources.
Originality/value
The paper provides an argument and rationale to demonstrate that a liability paradigm would be compatible with normal accounting and reporting procedures.
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Keywords
DANIEL V. LEZOTTE, NAMBURY S. RAJU, MICHAEL J. BURKE and JACQUES NORMAND
This study compared per selectee utility estimates for the job of medical claims examiner based on applications of the Brogden‐Cronbach‐Gleser (BCG) and Raju‐Burke‐Normand (RBN…
Abstract
This study compared per selectee utility estimates for the job of medical claims examiner based on applications of the Brogden‐Cronbach‐Gleser (BCG) and Raju‐Burke‐Normand (RBN) utility analysis models. The RBN model's per selectee utility estimate, based on a transformed observed performance rating standard deviation (σR), was closest to the per selectee utility estimate computed with an empirically‐derived σY value. The implications of these results for estimating human resource program utility are discussed.
Michael J. Lovaglia, Jeffrey W. Lucas, Christabel L. Rogalin and Abigail Darwin
Fundamental theories of power and status have developed sufficiently to apply in educational and organizational contexts. The path from basic theory to program development is…
Abstract
Fundamental theories of power and status have developed sufficiently to apply in educational and organizational contexts. The path from basic theory to program development is neither simple nor direct. We trace the application of theoretical principles taken from network exchange theories of power as well as status characteristics and expectation states theories through the interdisciplinary field of leadership studies to applications that interrelate basic research, applied research, undergraduate educational programs, and organizational development. Two proposals result (1) a leadership training program that will produce university graduates with effective leadership skills, while also bringing diverse high school students to participate in a university program and (2) basic status characteristics research to explain the glass ceiling phenomenon.
Anthony R. Wheeler, Jonathon R.B. Halbesleben and M. Ronald Buckley
Taggar, Sulsky, and MacDonald have presented an integrated model that links organizational strategy, the environment, and human resources management. This commentary analyzes…
Abstract
Taggar, Sulsky, and MacDonald have presented an integrated model that links organizational strategy, the environment, and human resources management. This commentary analyzes their model, identifying a number of missed opportunities that are not adequately integrated into the model. Moreover, we propose two directions for expanding their model, including a consideration of social network theory and the global supply chain. By expanding Taggar et al.'s model to consider social networks and the supply chain, we believe that it will better capture the complexity of contemporary organizations while supporting the fecund ideas that Taggar et al. have proposed.
Irene Nikandrou, Leda Panayotopoulou and Eleni Apospori
This paper aims to examine the dynamics of individual and organizational characteristics in work‐family conflict (WFC) and career outcomes. It aims to consider the role of…
Abstract
Purpose
This paper aims to examine the dynamics of individual and organizational characteristics in work‐family conflict (WFC) and career outcomes. It aims to consider the role of self‐esteem, career management and multiple life role commitment, and, as individual characteristics, on WFC and career outcomes; it also seeks to consider the role of career encouragement and organizational culture, as organizational characteristics, on WFC and career outcomes.
Design/methodology/approach
The research was carried out in a sample of 399 females at different levels of management in Greek organizations. The hypotheses were tested using structural equation modeling.
Findings
The findings show that both individual and organizational characteristics are significant in determining WFC and career outcomes. No relationship is found between WFC and career outcomes. Overall, the results support the depletion theory.
Research limitations/implications
Limitations of this study are: the complexity of the model, the use of cross‐sectional data in causal modeling that makes it difficult to disentangle the directions of paths, and the use of only self‐report survey data. Research in progress addresses these issues by incorporating qualitative data collected from a sub‐sample of managers.
Practical implications
The paper highlights the outcomes of the choices women make in the work and non‐work domains in order to balance the demands of each.
Originality/value
The paper highlights that WFC is considered both as an outcome and as a mediator in the relationship between individual and organizational characteristics and career outcomes.
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Intelligence or general mental ability (GMA) is a strong predictor of job performance across most occupations, and educational attainment has been shown to be a predictor of…
Abstract
Purpose
Intelligence or general mental ability (GMA) is a strong predictor of job performance across most occupations, and educational attainment has been shown to be a predictor of entrepreneurial outcomes. However, there has been little research examining the simultaneous effects of entrepreneurs’ GMA and educational attainment on their venture outcomes. The purpose of this paper is to examine the impact of these human capital resources on venture performance and survival.
Design/methodology/approach
Using a sample of 234 self-employed entrepreneurs from a longitudinal database, regression analysis was employed to examine the predictors of venture performance. A hazard model was utilized to assess venture survival.
Findings
Entrepreneurs’ intelligence influenced venture performance directly and indirectly via educational attainment. Entrepreneurs with higher GMA were subsequently able to obtain more education, and GMA had an indirect, positive influence on venture performance through this additional educational attainment. Findings also demonstrated an inverted-U, curvilinear effect on venture survival for GMA and educational attainment. This indicates that both intelligence and educational attainment should be considered when examining how likely entrepreneurs are to persist or survive in their ventures.
Originality/value
Entrepreneurs with higher GMA had ventures that performed better and obtained more education, which influenced venture survival. These findings suggest that entrepreneurs’ intelligence is likely to be an important predictor of venture outcomes, as well as a source of entrepreneurs’ human capital acquisition. Therefore, GMA should have a more central role in the human capital discussion within the entrepreneurship literature.
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Grishma Shah and Ujvala Rajadhyaksha
The authors observe the impact of certain aspects of globalization on the work-family interface in India. Specifically, the purpose of this paper is to investigate the impact of…
Abstract
Purpose
The authors observe the impact of certain aspects of globalization on the work-family interface in India. Specifically, the purpose of this paper is to investigate the impact of life in Tier 1 (more globalized) vs Tier 2 (less globalized) cities, family/work collectivism and gender on work-family conflict (WFC) – both work interfering with family (WIF) conflict as well as family interfering with work (FIW) conflict.
Design/methodology/approach
The study surveyed 628 young employees on cultural values of collectivism and WFC.
Findings
Results suggest a main effect of tier in which Tier 1 city individuals experience more of both forms of WFC than Tier 2 city individuals. However, two- and three-way interactions between family/work collectivism and tier greatly moderate the main effect. Interactions indicate that family collectivism decreased WIF more for Tier 1 as compared to Tier 2 cities and work collectivism decreased FIW more for Tier 2 as compared to Tier 1 cities. The results suggest that high family collectivism creates high conflict for those who are low on work collectivism and high family collectivism creates low conflict for those who are high on work collectivism.
Research limitations/implications
The paper provides great insight into globalization and WFC within the context of cultural values. The paper calls for further studies on globalization, work life enrichment and cultural values.
Practical implications
The results build a case for more paid and organizationally supported interventions for work-life balance in India.
Originality/value
Large scale institutional changes, such as globalization, call for a reexamination of cultural dynamics. This study heeds the call and examines WFC in the context of rapid economic and social transformation occurring in India by bridging globalization, cultural change and WIF/FIW.