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Browsing Center for Advanced Human Resource Studies (CAHRS) by Title
Now showing items 344-363 of 605
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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 ... -
Pay for What Performance? Lessons From Firms Using the Role-Based Performance Scale
(1997-11-01)Companies strive for it; they spend incredible resources to achieve it, but in many cases, they fall short. Why is the relationship so important, why does it seem to be beyond the reach of so many organizations, and how ... -
Pay, Performance, and Participation
(1992-05-01)Our chapter identifies key dimensions on which organizations make employee compensation decisions and examines the emerging research evidence on the consequences of such decisions for attitudes, behaviors, and organization ... -
Peeling Back the Onion Competitive Advantage Through People: Test of a Causal Model
(2004-05-01)Proponents of the resource-based view (RBV) of the firm have identified human resource management (HRM) and human capital as organizational resources that can contribute to sustainable competitive success. A number of ... -
Peer Harassment: A Weapon in the Struggle for Popularity and Normative Hegemony in American Secondary Schools
(2003-11-01)This paper addresses two of secondary education’s most serious problems—peer abuse of weaker socially unskilled students and a peer culture that in most schools discourages many students from trying to be all that they can ... -
People in the E-Business: New Challenges, New Solutions
(2000-11-29)[Excerpt] Human Resource Planning Society’s (HRPS) annual State of the Art/Practice (SOTA/P) study has become an integral contributor to HRPS’s mission of providing leading edge thinking to its members. Past efforts conducted ... -
Perceived Equity, Motivation and Final Offer Arbitration in Major League Baseball
(1991-02-01)Final offer salary arbitration in major league baseball offers a unique institutional arrangement that creates a naturally occurring non-equivalent groups repeated measure research design. The structural arrangements allow ... -
Perception Is Reality: How Employees Perceive What Motivates HR Practices Affects their Engagement, Behavior and Performance
(2011-06-01)KEY FINDINGS: Espoused or intended HR practices have differential effects on employee engagement and citizenship behaviors depending on the underlying management motives employees attribute to those practices. To achieve ... -
Performance and Growth in Entrepreneurial Firms: What do Unions do?
(1999-01-01)This paper explores the effects of union presence on the performance of entrepreneurial firms in the mid-1990s (both at the initial public offering (IPO) and after the event). Contrary to prior studies, we find that within ...
