JavaScript is disabled for your browser. Some features of this site may not work without it.
Browsing Center for Advanced Human Resource Studies (CAHRS) by Title
Now showing items 336-355 of 605
-
On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage
(1997-04-01)Although managers cite human resources as a firm's most important asset, many organizational decisions do not reflect this belief. This paper uses the VRIO (value, rareness, imitability, and organization) framework to ... -
On the Interface Between Operations and Human Resources Management
(2002-09-22)Operations management (OM) and human resources management (HRM) have historically been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding ... -
On the Nature and Importance of Cultural Tightness-Looseness
(2006-01-01)Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in crosscultural research by developing a ... -
On-The-Job Training of New Hires
(1989-01-12)This paper presents an analysis of a unique data set containing measures of the time devoted to training during the first three months on a job and the productivity consequences of that training. The major findings derived ... -
One More Time: What is the Nature of the Earnings Gap?
(1987-01-15)[Excerpt] Over the past decade different groups have had varying degrees of interest in pay equity and comparable worth. Those groups pursuing women's rights (e.g. NOW and 9 to 5) and some unions, most notably those in ... -
Open Door Policies: Measuring Impact Using Attitude Surveys
(1995-07-01)This study examines employee perceptions of an Open Door Complaint System from both those who have filed claims and those who have not. Our sample includes over 4000 employees working in a Fortune 100 company. We examine ... -
Options for Human Capital Acquisition
(2004-04-03)An 'options' view of human capital acquisition explains value creation through timedeferred, sequential, path-dependent investment choices and addresses gaps in the resourcebased theory explanation of the relationship ... -
Organization-wide Broad-based Incentives: Rational Theory and Evidence
(2002-09-04)Despite the widespread use of incentive pay, there is limited evidence about what factors influence its organization-wide, broad-based application. This study uses data from three sources and multiple levels, including a ... -
Organizational Change and the Identity Cycle: Understanding the Effect of Change on Individual Attitudes and Behaviors Through a Combined Social Identity Theory/Identity Theory Perspective
(1994-01-01)The study of roles and role behavior is particularly relevant today as individuals acquire more roles in the complexity of the 1990s. One environment that has been significantly prone to change is the workplace, where ... -
Organizational Differences in Managerial Compensation and Financial Performance
(1988-12-30)The present study has two general purposes. First, based on the compensation strategy literature, we examine the extent to which organizations facing similar conditions make different managerial compensation decisions ... -
Organizational Pay Mix: The Implications of Various Theoretical Perspectives for the Conceptualization and Measurement of Individual Pay Components
(2002-01-01)While pay mix is one of the most frequently used variables in recent compensation research, its theoretical relevance and measurement remains underdeveloped. There is little agreement among studies on the definitions of ... -
Organizational Renewal: The Management of Large-Scale Organizational Change in Norwegian Firms
(1994-09-01)A study of large organizational change projects was done in 228 private and public sector firms across Norway to examine the causes and consequences of renewal efforts and the strategies used by firm level management and ... -
Organizational Search and Choice Revisited: The Role of Human Resource Systems in the Applicant's Decision Making Process
(1990-03-01)Over the past decade we have learned a lot about how individuals choose organizations in which to work. However, this literature has generally failed to consider the role of an important class of attributes; the human ... -
Organizationally Sensible vs. Legal-Centric Approaches to Employment Decisions With Legal Implications
(2003-09-01)This article is intended to: 1) alert human resource (HR) professionals to the risk that they, and the managers they serve, are unnecessarily contributing to the impact of legal considerations on the management of employees ... -
Origin of CEO and Compensation Strategy: Differences between Insiders and Outsiders
(2002-01-01)Increasingly, U.S. firms are hiring their new CEOs from outside the firms. This study investigates the differences in compensation between outsider CEOs and insider CEOs from three dimensions: pay level, pay and performance ... -
Other People's Money: The Effects of Ownership on Compensation Strategy and Executive Pay
(1994-08-01)In this paper we develop and test hypotheses based on agency theory and managerial capitalism to address the question of whether firms' compensation strategies are designed to motivate actions in the interests of equity ... -
Out-of-Pocket Costs and the Flexible Benefits Decision: Do Employees Make Effective Health Care Choices?
(1994-01-01)This study analyzes employees' ability to select health insurance benefits that fit their needs.The study analyzes both the actual choices and the implications of those choices for employees, measured as out-of-pocket costs ... -
Overeducation
(1993-01-01)According to manpower requirements economists, "overeducation" occurs when an individual has more schooling than is "required" by their job. Studies have found that men (but not women) who exceed the schooling norm for ... -
Partner or Guardian? HR’s Challenge in Balancing Value and Values
(2004-07-01)[Excerpt] Is HR at a crossroad? A number of signs seem to be pointing that way. Increasingly HR executives are faced with a critical decision: Will they continue on their journey to be business leaders, , with full sway ... -
Paving the Path to Performance: Inclusive Leadership Reduces Turnover in Diverse Work Groups
(2010-02-01)Key Findings: • Inclusive leaders—characterized by the high-quality relationships they form with their employees—can significantly reduce the high turnover costs seen in diverse work groups. • While it’s ...
