Scott W. Lester and Dale J. Dwyer
The aim of this paper is to examine the motivations and benefits for pursuing or not pursuing the PHR and SPHR.
Abstract
Purpose
The aim of this paper is to examine the motivations and benefits for pursuing or not pursuing the PHR and SPHR.
Design/methodology/approach
Using a sample of 1,862 participants, the study used multinomial logistic and hierarchical linear regression to test six hypotheses.
Findings
Participants pursuing SPHR were more likely to report intrinsic motivations pursuing certification, while PHR respondents were more likely to report extrinsic reasons. Other‐driven reasons were not significant predictors. Respondents not pursuing certification saw a lack of perceived benefits. Non‐pursuers of SPHR were concerned about time constraints. The pursuing and non‐pursuing groups did exhibit differences in their demographic and commitment profiles.
Research limitations/implications
The sample is limited to only those professionals active in their local SHRM chapters. The data were cross‐sectional. Future research needs to address the validity of Human Resource Certification Institute (HRCI) certification and the lack of empirical research on the connection between certification and objective measures of job performance.
Practical implications
Results regarding perceived certification benefits suggest that organizations could run into retention problems if HR professionals continue to view marketability as the top benefit and view pay and promotion as unaffected by certification. The profiles of pursuers and non‐pursuers suggest that HRCI should target younger, less educated professionals when promoting the PHR and highlight increased marketability as the key benefit. Furthermore, HRCI should target those with high levels of affective commitment when promoting the SPHR.
Originality/value
The paper provides some of the first empirical evidence for why professionals pursue or do not pursue PHR and SPHR certification.
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State environmental agencies have been organized independently with a variety of structural schemes, and are responsible for the bulk of administration of federal environmental…
Abstract
State environmental agencies have been organized independently with a variety of structural schemes, and are responsible for the bulk of administration of federal environmental policy, such as the Clean Air Act. Using statistical models of air quality outcomes, this research compares three competing typologies for capturing agency differences: Ringquist (1993b), Lester (1990), and Wilson (1989). The findings indicate the most commonly used measure of organization, Ringquist (1993b), may be the weakest in comparison. Additionally, both Lester (1990) and Wilson (1989) show interesting advantages in comparison to each other. The findings provide some interesting insights into the difficult task of measuring organization.
Donald L. Lester, John A. Parnell and Shawn Carraher
Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models…
Abstract
Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models have been postulated, ranging from three to ten stages. This paper proposes a five‐stage model and tests it empirically to assess the specific stage of the life cycle of any organization. Results of a twenty‐item scale that captures managers' perceptions of their firms' position in the life cycle are discussed. Knowledge of an organization's present position or stage of development can aid top managers in understanding the relationships between organizational life cycle, competitive strategy, and performance.
Maura J. Mills and Leanne M. Tortez
We review the state of the literature concerning work–family conflict in the military, focusing on service members’ parenting roles and overall family and child well-being. This…
Abstract
We review the state of the literature concerning work–family conflict in the military, focusing on service members’ parenting roles and overall family and child well-being. This includes recognition that for many women service members, parenting considerations often arise long before a child is born, thereby further complicating work–family conflict considerations in regard to gender-specific conflict factors such as pregnancy, childbirth, postpartum, and breastfeeding. Subsequently, we consider more gender-invariant conflict factors, such as the nature of the work itself as causing conflict for the service member as parent (e.g., nontraditional hours, long separations, and child care challenges) as well as for the child (e.g., irregular contact with parent, fear for parent’s safety, and frequent relocations), and the ramifications of such conflict on service member and child well-being. Finally, we review formalized support resources that are in place to mitigate negative effects of such conflict, and make recommendations to facilitate progress in research and practice moving forward.
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Eddy S. Ng and Emma Parry
Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and…
Abstract
Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and Millennials) working side-by-side for the first time. However, it is unclear how multiple generations of workers interact with each other and affect the workplace. Although there is extant literature on generational differences, some scholars have argued that the effect sizes are small and the differences are not meaningful. The focal aim of this chapter is to present the current state of literature on generational research. We present the relevant conceptualizations and theoretical frameworks that establish generational research. We then review evidence from existing research studies to establish the areas of differences that may exist among the different generations. In our review, we identify the issues arising from generational differences that are relevant to human resource management (HRM) practices, including new workforce entrants, aging workers, the changing nature of work and organizations, and leadership development. We conclude with several directions for future research on modernizing workplace policies and practices, ensuring sustainability in current employment models, facilitating future empirical research, and integrating the effects of globalization in generational research.
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In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still…
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In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.
Jaron Harvey, Mark C. Bolino and Thomas K. Kelemen
For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept…
Abstract
For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.
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Michael Lester and Marie dela Rama
The coronavirus (COVID-19) pandemic has arguably exposed the failures of neoliberalism and its political agenda over the past generation. The response has seen governments…
Abstract
The coronavirus (COVID-19) pandemic has arguably exposed the failures of neoliberalism and its political agenda over the past generation. The response has seen governments resurrect neo-Keynesian policies in order to address the weaknesses in the current market system and to mitigate the worst economic downturn since the Second World War (1939–1945). This chapter contextualizes the Australian perspective and the policy responses to the economic challenges posed by COVID-19. The authors contrast that with the experience of the USA and UK with whom the country shares common institutions and culture, including a generation of neoliberal economic reforms.
By closing large sections of the economy, the Australian COVID-19 response provided extensive social welfare support and bailed out several sectors and industries. Previously unacceptable and unthinkable levels of budget deficit and country debt were incurred. This systemic state intervention into the economy raises the question of whether the pandemic signals the end of the neoliberal era and its ramifications – or whether this neo-Keynesian pause was a kneejerk response to ensure and protect its legacy.