CAHRS Research Briefs

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https://hdl.handle.net/1813/103588

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Leading Virtually
Bell, Bradford S.; McAlpine, Kristie; Hill, N. Sharan (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2022-10)
[Excerpt] Virtual work is here to stay. Where does this leave leaders? Do the leadership skills they’ve honed over the years with co-located teams also work well in virtual situations where team members are geographically dispersed and tethered by technology? Fortunately, researchers have tackled this question in a variety of ways. In this paper, the authors thoroughly review the disparate literature, drawing several implications for leaders who are new to (or struggling with) the vagaries of virtuality.
Hiring by Professional Affiliation: The Benefits and Challenges of Leveraging Prospective Hires' Prior Employment Ties to Improve Matching and Access to Resources
Kehoe, Rebecca; Bryner, Rhett; Keller, JR; Kim, Joonyoung (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2022-12)
[Excerpt] In today’s dynamic markets, external hiring is essential. On the flip side, more individual mobility presents a golden opportunity – provided organizations can do a better job of capitalizing on the accumulating treasure-trove of career related information. In this paper, the authors explore a way to do this: hiring by professional affiliation (HBPA).
When and how do Training Programs Influence Organizational Performance?
Kim, Joonyoung; Chang, Huikun; Bell, Bradford S. (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2022-04)
[Excerpt] Does training enhance organizational performance? The best way to answer this question is to scour the relevant research and see what it says. Which is exactly what these researchers did. Specifically, they conducted a meta-analysis (an analysis of analyses) using data derived from 150 published studies involving more than 300,000 employees. And their answer to the burning question is: Yes. But. Overall, training does enhance organizational performance. But as usual, the devil is in the details.
Investing for Keeps: Firms' Pre-Pandemic Investments in Human Capital Decreased Workforce Reductions Associated with COVID-19 Financial Pressures
Bentley, F. Scott; Kehoe, Rebecca; Chung, Hyesook (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2021-12)
During the 2008-9 recession, workforce reductions proved particularly costly for organizations and employees alike. By the time COVID-19 hit, though, memories had faded and layoffs soared again; unemployment levels exceeded those of the great recession. Certainly, some industries fared better than others. But what happened within industries? Were some companies particularly successful at curbing job losses? If so, what might their experiences teach us that could help curtail downsizings when the next crisis hits? This study aimed to answer these questions. It centered on the banking industry, examining the experiences of 1,364 retail banks using data obtained from the FDIC and several public sources, as well as perusals of annual reports and interviews with bank leaders.
Recruitment Brand Equity for Unknown Employers: Examining the Effects of Recruitment Message Claim Verifiability and Credibility on Job Seeker Attraction and Job Pursuit Intentions
Collins, Christopher; Martinez-Moreno, Julian E. (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2022-05)
[Excerpt] In recruitment, the initial point of contact with jobseekers is critical because failure at this first stage negatively impacts the rest of the recruitment and selection process. Understandably, then, recruitment scholars have long sought to find effective ways to engage jobseekers and entice them to apply to organizations. While important, this research has overlooked a potentially important element: message believability. Which is surprising, since even cleverly crafted recruitment claims fall flat if jobseekers doubt their credibility.
How Listening Helps Managers to Attract Talent
McCarthy, John; Keller, JR (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2022-12)
[Excerpt] Employees hanker to be heard. And when they are – when their views and ideas are solicited, listened to, and seriously considered – good things happen. Studies show, for example, that managerial openness to employee voice is a powerful mechanism for boosting workplace morale and, thus, enhancing employee retention. But what about the flip side? To what extent, if at all, does it also serve to attract new employees to organizations?
Team Membership Change and Team Effectiveness: The Role of Informational Attributes and Team Members' Emotional Intelligence
Kim, Eunhee; Bell, Bradford S. (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-04)
[Excerpt] Teams pervade today’s organizations. As boundaries become increasingly permeable, recurring changes in team memberships – some planned and some unplanned – are inevitable. Yet, frequent transitions of talent in and out of teams can be unnerving; no one knows for sure how the changes will affect the teams or their members until the dust settles. What can organizations do to ease the uncertainty and anxiety, while keeping team members focused on their collective tasks? We know from research on broad organizational change that communication is always critical. But what messages really matter when the issue is changes in team memberships? And why?
Drawing the Line: How the Workplace Shapes Perceptions of Sexual Harassment
Strom, Phoebe; Collins, Christopher; Avgar, Ariel (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2021-11)
[Excerpt] What is sexual harassment? Turns out, this is not an easy question to answer. Actions that some employees find deeply disturbing or even patently illegal, others barely notice. Failure to identify transgressions means that incidents go unreported, enforcement is frustrated, and offenders are emboldened. It’s important to know why this happens. And what, if anything, can be done about it.
Synergy From Diversity: Managing the Performance Benefits of Team Diversity
Van Knippenberg, Daan; Nishii, Lisa; Dwertmann, David (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-01)
[Excerpt] Diversity is an asset. At least it can be if managed well. Which, the evidence suggests, it often isn’t. Too many organizations focus on demographic diversity (race, gender, age, etc.) and once they get the numbers “right” consider the job done. But in many situations, there is the need and the potential to go much further, to make a strong business case for diversity management. This involves finding ways to stimulate synergy among diverse employees, thereby capitalizing on their key differences to spur creative decision-making, innovation, and improved performance within teams and, ultimately, organizations. Admittedly, this isn’t easy. While there is helpful research, it is difficult to find and often quite technical. In this paper, the authors cut through this morass, taking stock of the available research, consolidating the findings, and identifying key implications for managers and professionals seeking to take the next step in the management of diversity.
Signaling Creative Genius: How Perceived Social Connectedness Influences Judgments of Creative Potential
Proudfoot, Devon; Fath, Sean (Cornell University, ILR School, Center for Advanced Human Resource Studies, 2020-09)
[Excerpt] Suppose you’re a manager looking for a highly creative person to join your team. You’ve narrowed your search to two candidates who are quite comparable, although they clearly differ with respect to social connectedness. One is socially independent (i.e., prefers to spend spare time alone), while the other is socially connected (I.e., inclined to spend spare time with others). Would this difference factor into your hiring decision? In what way and why?

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