ORCID Profile
0000-0002-6558-8234
Current Organisation
University of South Australia
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Publisher: SAGE Publications
Date: 22-05-2009
DOI: 10.1080/15245000902878852
Abstract: General practitioner (GP) to patient ratios fall below benchmarks, particularly in rural areas. A marketing solution to this significant social problem might be to develop recruitment strategies differentiating medical practices (brands) and targeting different segments of the GP market. This article uses data gathered in Australia from practice managers, GPs, and recruitment advertisements to develop a taxonomy of family, job, and practice attributes that could be used to recruit GPs. Current recruiting strategies emphasize a mix of family, job and practice attributes, but better recruitment outcomes might be achieved by the implementation of branding principles that more clearly differentiate general practices with targeted recruitment advertisements. This research prescribes a path for future research on GP recruitment. The first step is to gather data on the relative and absolute value of different attributes within the taxonomy. These data can then be used to develop targeted marketing strategies for recruiting GPs to rural practices.
Publisher: Cambridge University Press (CUP)
Date: 26-08-2016
DOI: 10.1017/S1474746415000457
Abstract: Employer reluctance to hire disabled people narrows the economic and vocational opportunities of disabled people. This study investigates employer hiring decisions to identify which mainstream employers are most likely to hire disabled people. The study reports findings from interviews with eighty-seven employers in urban and regional South Australia. Analysis reveals differences across groups of employers based on their previous hiring behaviour. Communication from employment support agencies should specifically address concerns of non-hirers and light hirers. Long-term financial concerns present strong but surmountable barriers to light hirers employing disabled people. Policy mitigating long-term employer concerns could attract employers to hire disabled people for the first time (non-hirers) or return to hiring (light hirers) disabled people. Negative employers (antagonists) and employers already sustaining ongoing workplace relationships with disabled people (loyals) have insurmountable reasons to not hire any (or more) disabled people and should not be targeted.
Publisher: Academy of Management
Date: 2014
Publisher: Wiley
Date: 25-03-2018
DOI: 10.1002/HRM.21907
Publisher: Cambridge University Press (CUP)
Date: 11-2011
DOI: 10.1111/J.1740-8784.2011.00226.X
Abstract: Management researchers are being encouraged to collect multilevel, multisource, and longitudinal (MML) data. In this essay, I identify the barriers that researchers might encounter in gaining university ethics committee approval for MML designs and the challenges researchers face when conducting MML research in organizations. I offer suggestions to overcome these challenges. I further discuss some long-term consequences of MML designs for researchers' relationships with organizations and the progress of the management field as a whole.
Publisher: Emerald
Date: 06-02-2017
Abstract: Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. The paper aims to discuss these issues. Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects. Managers high on agreeableness, conscientiousness and extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of agreeableness and conscientiousness on the fulfillment of the PC occur through the “relational PC” variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized. Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations toward their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data. Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment.
Publisher: Elsevier BV
Date: 08-1986
Publisher: Wiley
Date: 20-02-2023
DOI: 10.1002/JOB.2692
Abstract: Using dynamic theory and methods, we investigate the phenomenon of older workers who withdraw from paid work while still healthy. We focus on intention to retire as the penultimate stage in the retirement process. We extend socio‐emotional selectivity theory to explain the growth of intention to retire. Older workers have a rising perception of time running out but good health allows for an ongoing choice between remaining in work or active retirement. While, in general, older people in poor health have a greater intention to retire than those in good health, we hypothesize that the passage of time motivates the healthy to increase their intention to retire, especially when manager support is low. We examine longitudinal data consisting of three waves of survey responses (2011, 2012, and 2013) from 495 workers in their 50th year and older. We employ growth curve analysis (random coefficient modeling). The findings show that over a 2‐year period, in contrast to other older workers whose retirement intention remains stable, in iduals in consistently good health but with low manager support demonstrate a growth in intention to retire. That is, we identify the “queue jumpers”: those workers who speeded up their retirement process relative to other older workers.
Publisher: Oxford University Press
Date: 03-02-2015
DOI: 10.1093/OXFORDHB/9780199935406.013.7
Abstract: There is now an international agenda to increase women’s representation at the top of organizations. This agenda is driven in part by a business case arguing that gender ersity brings value, particularly economic value, to organizations. In this article, we review the empirical evidence linking women’s representation in senior leadership roles to countable, verifiable organizational outcomes (e.g., organizational financial performance, practices, and demographics). We consider women’s impact when they are CEOs, directors on corporate boards, members of the top management team, and managers. We conclude that women at the top have an impact on organizational outcomes, but this impact is more visible on organizational practices and organizational demography than on financial performance. We recommend that researchers studying the gender-performance link at the organizational level make their theoretical perspectives explicit, distinguish among mediating mechanisms, be selective in their outcome choices, and increase their emphasis on contextual moderators.
Publisher: Academy of Management
Date: 10-1994
Publisher: Informa UK Limited
Date: 04-2013
DOI: 10.1080/07359683.2013.787889
Abstract: As baby-boomer practitioners exit the workforce, physician shortages present new recruitment challenges for practices seeking GPs. This article reports findings from two studies examining GP recruitment practice. GP recruitment ad content analysis (Study 1) demonstrated that both Internet and print ads emphasize job attributes but rarely present family or practice attributes. Contacts at these medical practices reported that their practices offer distinctive family and practice attributes that could be exploited in recruitment advertising (Study 2). Understaffed medical practices seeking to attract GPs may differentiate their job offerings in a crowded market by incorporating family and/or practice attributes into their ads.
Publisher: American Psychological Association (APA)
Date: 2004
DOI: 10.1023/B:LAHU.0000015001.07732.8E
Abstract: Some federal courts have used a reasonable woman standard rather than the traditional reasonable man or reasonable person standard to determine whether hostile environment sexual harassment has occurred. The current research examined the impact of the reasonable woman standard on federal district court decisions, controlling for other factors found to affect sexual harassment court decisions. Results indicated that there was a weak relationship between whether a case followed a reasonable woman precedent-setting case and the likelihood that the court decision favored the plaintiff. The implications of our findings for in iduals and organizations involved in sexual harassment claims are discussed.
Publisher: Academy of Management
Date: 05-2007
Publisher: Springer Science and Business Media LLC
Date: 22-10-2015
Publisher: Informa UK Limited
Date: 17-12-2015
Publisher: Wiley
Date: 30-09-2021
Abstract: Gender inequality is a complex problem with multiple interrelated indicators (e.g. underrepresentation of women in leadership roles, gender pay gaps). Our academic community has been following a three‐step ‘script’ to motivate organisations to act on gender inequality: we document the inequality, we build a business case for equality, and we advocate solutions to correct inequality. But too often, our well‐meant messages have negative consequences. We may be inadvertently presenting gender inequality as an intractable problem and creating unrealistic expectations among stakeholders about gender equality benefits and gender inequality solutions. As stakeholders become impatient with Australia’s slow progress toward gender equality, we may need to reconsider this strategy. Academic researchers may be more successful change agents if we are more deliberate about highlighting the interconnections among gender inequality indicators, identifying the organisational value of gender equality beyond financial performance, and advocating small‐scale structural changes alongside large‐scale interventions.
Publisher: Wiley
Date: 17-07-2017
Publisher: CSIRO Publishing
Date: 2011
DOI: 10.1071/AH09802
Abstract: Recruitment is an ongoing challenge in the health industry with general practitioner (GP) shortages in many areas beyond rural and Indigenous communities. This paper suggests a marketing solution that identifies different segments of the GP market for recruitment strategy development. In February 2008, 96 GPs in Australia responded to a mail questionnaire (of which 85 questionnaires were useable). A total of 350 GPs were sent the questionnaire. Respondents considered small sets of attributes in the decision to accept a new job at a general practice and selected the most and least important attribute from each set. We identified latent class clusters (cohorts) of GPs from the most–least important data. Three cohorts were found in the GP market, distinguishing practitioners who emphasised job, family or practice attributes in their decision to join a practice. Few significant demographic differences exist between the cohorts. A segmented GP market suggests two alternative recruitment strategies. One option is for general practices to target members of a single cohort (family-, job-, or practice-focussed GPs). The other option is for general practices to ersify their recruitment strategies to target all three cohorts (family-, job- and practice-focussed GPs). A single brand (practice) can have multiple advertising strategies with each strategy involving advertising activities targeting a particular consumer segment. What is known about the topic? Recruitment is an ongoing challenge in the health industry. A wide range of government strategies and incentives have sought to increase GP numbers in areas of need, especially rural and Indigenous communities. However, declining GP to patient ratios in such sectors suggest new recruitment strategies are needed. To know how effective new strategies might be, it would also be useful to know whether practices have already adopted such strategies in their recruitment advertising. What does this paper add? This paper reports results from an empirical study showing that the overall GP market can be segmented into cohorts of GPs who similarly value attributes of a GP position. The research finds three discrete cohorts in the GP market: practitioners who have job, family or practice dominant preferences. This finding can be used to improve GP recruitment by designing recruitment strategies targeting the cohorts. The study also demonstrates that rural (and urban) practices have, either intentionally or unintentionally, been attracting only one of the three GP cohorts. What are the implications for practitioners? A segmented GP market suggests two alternative strategies. One option is for general practices to design recruiting strategies that target members of a single cohort (family-, job-, or practice-focussed GPs). The other option suggested by our research is for general practices to ersify their recruitment strategies to target all three cohorts (family-, job- and practice-focussed GPs).
Publisher: Elsevier BV
Date: 06-2016
Publisher: Edward Elgar Publishing
Date: 2008
Publisher: Wiley
Date: 31-05-2016
DOI: 10.1002/JOEC.12029
Publisher: American Psychological Association (APA)
Date: 03-2006
DOI: 10.1037/0021-9010.91.2.490
Abstract: Some caregivers focus exclusively on the caregiving role others try to balance caregiving responsibilities with a simultaneous work role outside the home. This study examined competing hypotheses about the impact that greater immersion in a work role would have on the stress outcomes of in iduals who provide care for a person with a disability. The authors used national survey data to examine whether hours of work were associated with caregiver stress outcomes. The authors also investigated whether type of disability moderated the relationship between hours worked and stress outcomes. Results suggest that spending more time in a work role generally has no effect on caregiver stress outcomes. However, caregivers who were caring for a person with a mental disability experienced significantly fewer stress outcomes as they spent more hours engaged in outside work.
Publisher: Wiley
Date: 2007
DOI: 10.1002/JOB.444
Publisher: Springer US
Date: 1994
Publisher: Emerald Group Publishing Limited
Date: 07-07-2015
Publisher: SAGE Publications
Date: 03-2003
Abstract: Needs assessment is an important element in training design, and organizational ersity training programs are frequently criticized for their lack of attention to the needs assessment process. This paper explores the link between needs assessment and ersity training design. First, a review of the needs assessment literature reveals that an emphasis on organizational analysis has led to the neglect of other kinds of assessment data. Second, a review of the ersity training literature identifies five areas of controversy. We describe the needs assessment questions that organizations can ask to resolve each controversy and better tailor ersity training to their own needs. Finally, based on the design controversies and needs assessment questions, we provide an agenda for future research on the effectiveness of various kinds of ersity training interventions
Publisher: Emerald
Date: 05-03-2021
Abstract: Voluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship. The unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses. This study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover. This study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover. To increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS. The authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.
Publisher: Elsevier BV
Date: 12-1987
Publisher: SAGE Publications
Date: 04-2005
Publisher: SAGE Publications
Date: 29-12-2011
Abstract: Employment relationships are increasingly personalized, with more employment conditions open to negotiation. Unfortunately, personalization may disadvantage members of some demographic groups. Women, in particular, routinely negotiate less desirable employment terms than men do. The gender gap in employment outcomes is frequently attributed to differences in the ways that men and women negotiate. The authors review the negotiation research demonstrating that women are disadvantaged in negotiations and the organizational behavior research examining the backlash experienced by agentic women. They use the stereotype content model and expectancy violation theory to explain why “best practice” negotiation behaviors benefit male negotiators but backfire for female negotiators. Gender-counternormative behaviors create negative expectancy violations for women, generating backlash and negatively affecting women’s outcomes. The authors’ integration suggests two distinct avenues for enhancing women’s negotiation outcomes. The first strategy set ensures that agentic negotiation behaviors stay below a negotiation partner’s threshold for perceiving negative violations the second strategy set ensures that behaviors signaling warmth and likeability exceed a partner’s threshold for perceiving positive violations.
Publisher: Informa UK Limited
Date: 05-2013
Publisher: SAGE Publications
Date: 02-2009
Abstract: Change in work behavior is often the primary goal of ersity training, but few studies have examined transfer of ersity training. In this longitudinal field study, the authors measured cognitive, affective, and behavioral learning outcomes after a ersity training program as well as the subsequent use of transfer strategies on the job. They examined the influence of learning outcomes, trainee characteristics, and environmental characteristics on the use of transfer strategies. Trainee race/ethnicity and the work unit transfer climate are the best predictors of trainees' transfer strategy use. Among the learning outcomes, skill learning is the only significant predictor of transfer strategy use.
Publisher: Academy of Management
Date: 04-2007
Publisher: Wiley
Date: 08-12-2018
Publisher: Wiley
Date: 2000
DOI: 10.1002/1099-1379(200009)21:6<689::AID-JOB52>3.0.CO;2-W
Publisher: SAGE Publications
Date: 12-2009
Publisher: Wiley
Date: 11-03-2017
DOI: 10.1111/SPOL.12220
Publisher: Wiley
Date: 09-2009
DOI: 10.1002/HRM.20316
Publisher: Springer Science and Business Media LLC
Date: 15-01-2013
DOI: 10.1007/S10508-012-0049-X
Abstract: This multi-method study investigated a s le of adult streetworkers (n = 107) in Melbourne, Australia in 2008. We contacted outdoor prostitutes through four "drop-in" centers run by not-for-profit organizations. Drug use was the over-riding common characteristic of most of these streetworkers. Using emotional labor theory as a theoretical framework, we hypothesized that in iduals who worked on the streets solely to earn money to buy drugs would experience the highest levels of emotional exhaustion and the lowest levels of job satisfaction. We predicted these effects would be most evident for older drug dependent streetworkers. Content analysis of open-ended interview responses identified acting, age, and drug dependency as key themes. Moderator hierarchical regression analysis of responses to closed-ended questions with tests for mediation supported the hypotheses. It also demonstrated that older drug dependent streetworkers felt most trapped in their occupation and this sense of being locked-in was associated with emotional exhaustion but not with job satisfaction. The evidence that age and drug dependency affects the psychological outcomes associated with streetwork suggests that the efforts of police and the courts will be ineffective in dealing with people whose addiction traps them in an occupation that offers few intrinsic rewards. Decriminalization would encourage police to protect streetworkers from violence. Agencies could seek financial support to provide welfare and exit strategies.
Publisher: Wiley
Date: 09-2009
DOI: 10.1002/HRM.20311
Publisher: Wiley
Date: 03-11-2014
DOI: 10.1002/HRM.21642
Publisher: Springer International Publishing
Date: 2018
Publisher: Wiley
Date: 10-1989
Publisher: Informa UK Limited
Date: 06-11-2014
Publisher: No publisher found
Date: 1991
Publisher: Wiley
Date: 18-01-2023
Abstract: Women constitute the majority of the Australian public sector workforce, but their representation in senior roles is not proportional. Australian public services have gender targets to improve the representation of women in senior roles. Based on previous research, targets are expected to first increase female representation at the target's focal level, such as executive level. Then they should initiate a trickle‐down effect (TDE), increasing female representation at the level immediately below the target's focal level, such as the executive feeder level. However, the TDE observed in a state public service decelerated after a gender target was imposed. We identified whether in idual departments had a consistent or inconsistent TDE and conducted 13 semi‐structured interviews with key stakeholders. Too many service‐wide targets with low prioritisation of a gender target, as well as missing and ineffective practices, generated decoupling dynamics. Only departments with gender ch ions who had visible backing from the Chief Executive were able to keep the gender target coupled with practice to achieve its intended outcomes. Gender targets in Australian public services may not be achieving intended outcomes due to decoupling—a response to policies in which the policies are ignored and/or ineffective practices are implemented. Too many competing targets and limited accountability for achieving a gender target create a potential for decoupling by allowing in iduals and groups to ignore or weakly adopt the policy. Integrated bundles of top‐down (e.g. requiring at least two women on shortlists) and bottom‐up practices (e.g. mentoring) can help avoid decoupling by ensuring women are appointed to senior roles and supported to progress through an organisation. Chief Executives are key to ensuring a gender target remains coupled with its implementation Chief Executives must provide visible support to internal ch ions to make gender targets effective.
Publisher: Routledge
Date: 20-03-2023
Publisher: Springer Science and Business Media LLC
Date: 30-03-2022
Publisher: Wiley
Date: 08-07-2014
Publisher: Elsevier BV
Date: 2004
Publisher: Springer Science and Business Media LLC
Date: 1989
DOI: 10.1007/BF01023043
Publisher: Edward Elgar Publishing
Date: 14-07-2020
Publisher: Informa UK Limited
Date: 21-11-2016
Publisher: JSTOR
Date: 03-1989
DOI: 10.2307/2392986
Publisher: SAGE Publications
Date: 22-05-2020
Abstract: Migrants are a growing segment of the highly educated international workforce, and these skilled migrants (SMs) are critical to the growth of developed, mature economies. SMs frequently report negative workplace experiences antithetical to their integration, raising important questions about how organizations might help these host-country newcomers to transition to become organizational insiders. Our aim is to integrate a broad and multidisciplinary literature and identify opportunities where organizations and managers might intervene to enable a successful socialization process and improve SMs’ workplace experiences. We review the empirical research from 2000 to 2019 for SMs employed in developed, mature economies and focus on the SMs’ workplace experiences postorganizational entry. We employ a three-phase socialization model (anticipatory socialization, accommodation, and adaptation) as our organizing framework to identify SMs’ key challenges and outcomes, consider those challenges and outcomes through a socialization lens, and isolate the challenges and outcomes that characterize each transition point (from anticipatory socialization to accommodation and from accommodation to adaptation). We then use these distinguishing characteristics to recommend activities that organizations can implement at each transition to facilitate SMs’ socialization process. By leveraging the three-phase socialization model to align organizational activities with SMs’ workplace experiences, we extend the field’s understanding of SM socialization (in particular) and of the organizational socialization process (more generally).
Publisher: Wiley
Date: 09-2019
DOI: 10.1002/JOEC.12127
Publisher: SAGE Publications
Date: 02-2008
Abstract: Service agents represent the organization in customer transactions. This study focuses on how agents manage the interface between their role as frontline exemplars of the organization and themselves as in iduals. Semistructured interviews with 105 service agents from a variety of occupations suggest that service agents use transition rituals, boundary markers, and psychological preparation to enter and exit their service roles with surprisingly little effort often find it difficult to maintain their objectivity and to minimize interrole blurring are very aware of being “on stage” and use the backstage as a respite from stress and a place to resolve coworker conflicts and protect against threats to their sense of self by rationalizing away the threats and partitioning their roles or partitioning themselves from the service role or clients.
Publisher: Wiley
Date: 30-06-2015
Publisher: Wiley
Date: 10-2016
Publisher: Wiley
Date: 14-10-2014
DOI: 10.1002/HRM.21631
Publisher: Cambridge University Press
Date: 24-04-2008
Publisher: Informa UK Limited
Date: 04-2019
Publisher: Springer Science and Business Media LLC
Date: 07-02-2013
Publisher: Wiley
Date: 2001
DOI: 10.1002/JOB.108
Publisher: Academy of Management
Date: 2008
Publisher: Springer Science and Business Media LLC
Date: 12-1996
DOI: 10.1007/BF02196990
Publisher: Academy of Management
Date: 08-2014
Publisher: Informa UK Limited
Date: 04-2011
Publisher: Wiley
Date: 02-01-2013
Publisher: Academy of Management
Date: 12-1991
DOI: 10.5465/256397
Publisher: Informa UK Limited
Date: 24-09-2012
Publisher: Springer Science and Business Media LLC
Date: 25-08-2016
Publisher: SAGE Publications
Date: 24-11-2011
Abstract: The boundary between organizational insiders (e.g., employees) and outsiders (e.g., customers) has become increasingly permeable due to Internet discussion boards that enable members of both groups to share experiences of organizational fairness and unfairness. We studied discussion board threads on Vault.com , focusing on threads initiated by postings containing organizational justice content and authored by an organizational insider or outsider. Consistent with predictions of the social identity model of dein iduation effects, organizational insiders capitalized on anonymity to post messages that were significantly more negative in both cognitive content (describing organizations as less fair) and emotional tone (using more negative emotional language) than messages posted by organizational outsiders. As predicted by contagion theory, cognitive content influenced the emotional tone of reply messages, especially when initial postings were from organizational outsiders.
Publisher: Wiley
Date: 15-05-2008
DOI: 10.1002/HRM.20217
Publisher: Wiley
Date: 04-03-2015
DOI: 10.1002/HRM.21708
Publisher: American Psychological Association (APA)
Date: 12-1996
DOI: 10.1037/0021-9010.81.6.628
Abstract: The researchers explored personal and contextual factors that inhibit or facilitate the use of older worker stereotypes in a selection context. The authors suggest that older worker stereotypes are more likely to be used and influence applicant evaluations when raters are biased against older workers, when raters do not have the cognitive resources to inhibit the use of age-associated stereotypes, or when applicants apply for age-incongruent jobs. The researchers explored the extent to which raters differing in older worker bias make discriminatory decisions about young or old in iduals applying for age-typed jobs under conditions of high- and low-cognitive demands. A laboratory study was conducted with 131 undergraduate students who evaluated applicants in a simulated employment context. Results indicated that older worker bias, cognitive busyness, and job age-type interact to affect the extent to which applicant age plays a role in selection decisions.
Publisher: American Psychological Association (APA)
Date: 2003
Abstract: This study explored the effects of judges' personal characteristics (gender, race, age, and political affiliation) and case characteristics on the outcomes of federal cases of hostile environment sexual harassment. Results revealed that even after controlling for the effects of relevant case characteristics (e.g., severity of the harassment), judges' personal characteristics influenced case outcomes. Specifically, younger judges and Democrat judges were more likely to find for the plaintiff (the alleged victim of harassment). The probability that the decision would favor the plaintiff was only 16% when the case was heard by an older judge but 45% when heard by a younger judge. The probability that the decision would favor the plaintiff was only 18% when the case was heard by a judge who had been appointed by a Republican president but 46% when the judge had been appointed by a Democrat president.
Publisher: Wiley
Date: 19-03-2014
Publisher: SAGE Publications
Date: 09-1988
DOI: 10.1177/001872678804100904
Abstract: This study examines the impact of workgroup membership on in iduals' perceptions of equity and choice of referent. Subjects indicated who they compared themselves to on four job facets (compensation, job complexity, supervisory behavior, and security) and whether or not they felt equitably treated relative to their referent. For security comparisons, results show that workgroup membership is related to perceptions of equity and referent choice. For compensation comparisons, workgroup membership is related to referent choice. Workgroup membership does not influence either equity evaluations or referent choice for job complexity or supervisory behavior. Implications of these results for future research on comparative referents are discussed.
Publisher: Springer Netherlands
Date: 2016
Publisher: Wiley
Date: 2001
DOI: 10.1002/JOB.117
Publisher: SAGE Publications
Date: 16-05-2018
Abstract: As new roles emerge in organizations, it becomes critical to understand how organizational structure can impede or enable the managerial discretion available to role incumbents. We leverage the rich context provided by the emergent role of sustainability managers to examine the interplay between the top-down forces of structure and the bottom-up influences of managerial discretion in shaping new organizational roles over time. We analyzed qualitative data collected from in-depth interviews with sustainability managers in 21 case study organizations in India and Australia, supplemented with archival and observational data. We identified three organizational configurations, with varying levels of top-down structural and bottom-up managerial discretion dynamics at play. Each configuration had different implications for the manager’s role. Our analysis suggests that the third configuration—with semi-structured formalization and a decentralized sustainability program—provided the most conducive conditions for managers to use their discretion to ch ion innovative sustainability initiatives. New managerial roles in the other configurations, however, do not have to be static. With the maturation of organizational programs and active ch ioning by managers, the structuring of organizational functions and managerial roles can co-evolve. Our findings describe a process of “shaping and being shaped,” as structure and managerial discretion co-evolve over time.
Publisher: Wiley
Date: 25-10-2023
DOI: 10.1002/HRM.22199
Publisher: Informa UK Limited
Date: 02-10-2018
Publisher: Routledge
Date: 20-03-2023
Publisher: Routledge
Date: 20-03-2023
Publisher: SAGE Publications Ltd
Date: 2006
Publisher: Routledge
Date: 20-03-2023
Publisher: Informa UK Limited
Date: 11-2012
Publisher: Routledge
Date: 23-01-1970
Publisher: Wiley
Date: 23-04-2020
Publisher: Oxford University Press
Date: 30-10-2019
DOI: 10.1093/ACREFORE/9780190224851.013.41
Abstract: The “glass ceiling” metaphor represents the frustration experienced by women in the 1980s and 1990s who entered the workforce in large numbers following equal opportunity legislation that gave them greater access to education and employment. After initial success in attaining lower management positions, the women found their career progress slowing as they reached higher levels of their organizations. A formal definition of the glass ceiling specifies that a female disadvantage in promotion should accelerate at the highest levels of the organization, and researchers adopting this formal definition have found mixed evidence for glass ceilings across organizations and across countries. Researchers who have expanded the glass ceiling definition to encompass racial minorities have similarly found mixed results. However, these mixed results do not detract from the metaphor’s value in highlighting the stereotype-based practices that embed discrimination deep within organizational structures and understanding why women continue to be underrepresented in senior organizational roles around the world. In particular, researchers investigating the glass ceiling have identified a variety of obstacles (including glass cliffs, glass walls, and glass doors) that create a more complete understanding of the barriers that women experience in their careers. As organizations offer shorter job ladders and less job security, the career patterns of both women and men are exhibiting more downward, lateral, and static movement. In this career context, the glass ceiling may no longer be the ideal metaphor to represent the obstacles that women are most likely to encounter.
Publisher: Routledge
Date: 20-03-2023
Publisher: Informa UK Limited
Date: 19-07-2023
Publisher: Cambridge University Press (CUP)
Date: 03-2019
DOI: 10.1017/IOP.2019.15
Publisher: Routledge
Date: 20-03-2023
Publisher: JSTOR
Date: 06-1993
DOI: 10.2307/2393412
Publisher: Academy of Management
Date: 12-2016
Publisher: Informa UK Limited
Date: 03-1991
Publisher: Springer Science and Business Media LLC
Date: 12-1990
DOI: 10.1007/BF01126779
Publisher: Liverpool University Press
Date: 05-2022
DOI: 10.3828/JLH.2022.7
Publisher: American Psychological Association (APA)
Date: 04-1991
Publisher: Academy of Management
Date: 2015
Publisher: Wiley
Date: 27-05-2021
DOI: 10.1002/HRM.22067
Abstract: Despite the expected advantages of appointing women to corporate leadership roles, empirical evidence provides mixed support for the positive relationship between women's representation in the top management team (TMT) and subsequent firm performance. Considering the evidence that female TMT members are often paid less than their male colleagues, this study examines the implications of a gender pay disparity for the relationship between women's representation in the TMT and firm performance. Our analysis that draws on TMT pay data in public Australian firms demonstrates that gender pay disparities within TMTs negatively moderate the relationship between women's representation in the TMT and subsequent firm performance. Specifically, when female TMT members are paid less than their male colleagues, and this gender pay disparity is large, women's representation in the TMT is negatively associated with firm performance.
Publisher: Academy of Management
Date: 08-2009
Publisher: Academy of Management
Date: 07-2012
Publisher: Wiley
Date: 16-10-2017
DOI: 10.1111/SPOL.12263
Publisher: Wiley
Date: 06-2021
Abstract: During the first few months of the COVID‐19 pandemic, employees worked from home in record numbers and enjoyed extraordinarily high levels of autonomy. Now, as employers reopen their doors, we can build on those gains to create better workplaces than the ones we left behind. HR has a window of opportunity in which to develop psychologically safe workplaces, trust‐based employment relationships and socially connected workforces. But progress towards better workplaces hangs on a few critical adjustments in the HR researcher–practitioner relationship. HR researchers must work with HR practitioners to identify organization‐level interventions and examine their simultaneous influence on employee and employer outcomes. HR practitioners must create sandboxes where those interventions can be pilot tested, and resist their instinctive urge to establish formalised structures and develop monitoring systems.
Publisher: Cambridge University Press (CUP)
Date: 12-2011
Publisher: Wiley
Date: 19-08-2008
DOI: 10.1002/HRM.20231
Publisher: SAGE Publications
Date: 04-1998
DOI: 10.1177/105256299802200206
Abstract: Racial relations is one of the most difficult topics to cover in a course on managing ersity. This article describes an exercise, based on racial awareness training, designed to develop students' awareness of their own (and others') racial identities. The exercise includes discussion questions designed as a bridge between students' psychological experiences during the exercise and larger issues about racial relations.
Publisher: Academy of Management
Date: 04-2020
Publisher: Academy of Management
Date: 09-1986
DOI: 10.5465/256226
Publisher: Wiley
Date: 15-06-2010
DOI: 10.1002/HRDQ.20043
Publisher: Academy of Management
Date: 04-1990
DOI: 10.2307/258165
Publisher: Informa UK Limited
Date: 02-2008
Publisher: Cambridge University Press (CUP)
Date: 09-2014
DOI: 10.1111/IOPS.12180
Publisher: Springer Science and Business Media LLC
Date: 24-10-2013
Publisher: Emerald
Date: 08-2016
Abstract: – Delivering negative feedback to employees is highly problematic for managers. Negative feedback is important in generating improvements in employee performance, but likely to generate adverse employee reactions. However, if managers do not address poor performance, good performers may become demoralized or exit the organization. The purpose of this paper is to investigate how managers communicate negative feedback and the factors that drive their choice of tactic. – The authors use interview data from practicing line managers with experience in delivering negative feedback to learn whether their tactic choices are consistent with Implicit (“best practice”) or Contingency (“best fit”) theory. – The authors identify five negative feedback tactics: evidence, emotive and communication tactics are foundation tactics while evidence + communication and evidence + emotive tactics are bundles of the foundation tactics. Managers apply a “best fit” approach from a set of “best practice” negative feedback options. The choice of negative feedback tactic is driven by the manager’s assessment of the “best fit” with the employee’s personality. – Most of the managers believed that their negative feedback tactic had been effective. Future researchers should investigate which negative feedback tactics employees regard as most effective. – A best fit approach to the delivery of negative feedback requires organizations to give managers discretion in the delivery of negative feedback. Managers may mis-assess fit which can undermine the effectiveness of the appraisal process. – The authors focus on how negative feedback is communicated by managers. Existing research focusses on reactions to negative feedback without taking into account how it is delivered.
Publisher: Springer Science and Business Media LLC
Date: 09-1993
DOI: 10.1007/BF01054463
Publisher: Wiley
Date: 05-03-2019
DOI: 10.1002/HRM.21956
Publisher: Oxford University Press
Date: 16-12-2013
Publisher: Academy of Management
Date: 09-2008
Publisher: Wiley
Date: 2012
DOI: 10.1002/HRM.20466
Publisher: Association for Computing Machinery (ACM)
Date: 1990
Abstract: Industrial and governmental employers are increasingly using computerized performance monitoring (CPM) as a tool for evaluating employees' performance. It is estimated that six to seven million employees are currently being monitored by computers and that the number of firms considering such systems is growing (OTA, 1987).
Publisher: Palgrave Macmillan UK
Date: 2008
No related grants have been discovered for Carol Kulik.