The relentless pursuit of construct validity in the design of employment

interviews

June 2014
Maria Riaz Hamdani | Sorin Valcea | M. Ronald Buckley

Abstract: The construct validity of employment interviews is the greatest challenge faced by
employment interview researchers. In this paper, we discuss the theoretical and methodological
issues which have an influence upon the construct validity of employment interviews. We pay
special attention to issues that emerge at the conceptual development and design stage of
interviews. So far, the structuring of employment interviews has been the primary method of
improving construct validity. We argue that construct validity can be further improved by
bringing theoretical rigor in the design of interviews. For this purpose, we propose steps to
reframe the interview dimensions in theoretical frameworks of job performance, to explicate the
nomological network of interview constructs, to clarify the validation strategy, and to improve
the questions and assessment keys. In the end, we provide an example to illustrate the application
of these steps.

Ethical climate and pro-social rule breaking in the workplace

March 2014
James M. Vardaman | Maria B. Gondo | David G. Allen

Abstract: Pro-social rule breaking (PSRB), rule-breaking to promote the interests of the
organization, is a burgeoning topic on the scholarly landscape, but drivers of this behavior
remain largely unexplained. This paper seeks to extend theory on PSRB by conceptualizing this
behavior as an ethical decision requiring tradeoffs and ethical assessments. Specifically, we offer
a model of PSRB that contextualizes the behavior within Victor and Cullen's (1988) five-
dimensional typology of organizational ethical climate. We offer a set of propositions that
provides theory on the role of each climate type on PSRB, as well as additional theorizing about
salient individual attributes that impact PSRB. In addition to clarifying PSRB as an ethical
decision, this paper offers theory at multiple levels of analysis on what drives PSRB. Specifically
core self-evaluations are proposed as antecedents to PSRB. This theorizing is also integrated into
literature on HR policy and HR decision-making implications of the model for HR practitioners
are discussed, and a set of future research directions are offered.

Shaping the future research agenda for compensation and benefits management:
Some thoughts based on a stakeholder inquiry

March 2014
Baeten Xavier

Abstract: This article highlights some avenues for future research in the field of compensation
and benefits management. In order to achieve this, the author has included multiple stakeholder
perspectives. First of all, the article provides an overview of the opinions and attitudes of line
managers, employees and compensation and benefits practitioners. Based on these results, and
taking existing empirical research into account, the article proposes that further research be
conducted on the following aspects of rewarding: (1) the external environment — and more
specifically, the impacts that an ageing population, geographical differences, and the economic
situation have on rewarding; (2) employee perspectives towards rewarding; (3) total rewards; and
(4) reward processes and procedures, such as performance management and reward
communication.

Employee reactions to pay dispersion: A typology of existing research

March 2014
Patrick E. Downes | Daejeong Choi

Abstract: Pay dispersion has received growing attention in the management literature. Despite an
increasing number of studies, research evidence on the effects of pay dispersion has not yet been
consistent. The purpose of this paper is to review existing work and to provide a comprehensive
theoretical framework that can advance pay dispersion research. Specifically, our framework
suggests four unique types of pay dispersion and discusses three existing theories (equity theory,
expectancy theory, and tournament theory) to integrate existing research from an employee
reaction perspective in the pay dispersion area. We build upon this taxonomy and theoretical
explication to suggest an agenda for future pay dispersion research.

Effects of staff bonus systems on safety behaviors

March 2014
M. Mattson | I. Torbiörn | J. Hellgren

Abstract: Bonus systems are a common means in trying to motivate employees to perform well.
However, there is still disagreement regarding the effects of bonus systems. Some theories even
suggest that such systems could cause an increase in risk-behavior. This makes further research
regarding bonus systems warranted, especially when applied in high-risk organizations. This
study aims to explore potential effects on safety-related behavior associated with bonus systems
currently used at Swedish nuclear power plants. Fifteen semi-structured interviews with
employees were performed based on an eclectically composed framework from motivational and
organizational theories. Results do not indicate any negative effects on safety-related behaviors,
but rather that safety behaviors may be promoted insofar as bonus rewards are linked to
performance goals concerning safety. Differences in bonus system design appeared to affect
behavioral outcomes. The comparative and qualitative approach of this study contributes
valuable information by highlighting the types of factors that may serve to stimulate greater
incentive for employees to engage in safe behavior.
Performance-enhancing compensation practices and employee productivity: The
role of workplace bullying

March 2014
Al-Karim Samnani | Parbudyal Singh

Abstract: Performance-enhancing compensation practices are designed to increase employee

productivity through greater accountability, while highlighting performance differentials across
employees. While productivity increases may occur, these practices can also stimulate an
unintended consequence: workplace bullying. In this paper, we present a typology and
conceptual model that explore the boundary conditions under which performance-enhancing
compensation practices may result in bullying behavior with differential effects on target and
perpetrator productivity. We propose the mediating roles of individual competition and stress
between zero-sum pay systems and workplace bullying. In our model, we propose that
perpetrators will realize increased productivity. This increased productivity will be generated
through instilling fear in the targeted employee to compete for output, which will increase the
perpetrator's relative ranking. As a result, targets will tend to suffer decreased productivity. We
conclude with a discussion of the theoretical contributions, practical implications, and offer
directions for future research.

How societal culture influences friction in the employee–organization

relationship

March 2014
Stacey R. Fitzsimmons | Christina L. Stamper

Abstract: The proposed model unpacks societal culture's multi-level influence on friction in the
employee–organization relationship (EOR), resolving two knowledge gaps: overreliance in EOR
research on employee-centered concepts, ignoring the influence of the organization; and minimal
theoretical analysis on why societal culture contributes to relational problems between the
organization and its employees (Coyle-Shapiro & Shore, 2007). We argue that societal culture
influences friction in employee–organization relationships through the individual-level mediator
of work motives and the organization-level mediator of EOR strategy. Although EOR friction
commonly occurs when employee work motives from one culture interact with EOR strategies
from another, studies rarely examine the mechanisms that explain these relational challenges.
Drawing on individualism, in-group collectivism and institutional collectivism, we explain two
primary causes for EOR friction in each mismatched cultural condition, and offer potential
solutions for reducing friction stemming from each source. Our arguments suggest that
organizations who effectively adapt their HRM practices to the societal culture in which they
operate will be less likely to experience EOR friction than organizations who adopt a more ‘one
size fits all’ relational EOR strategy.
Dual roles in psychological contracts: When managers take both agent and
principal roles

March 2014
Junghyun Lee | M. Susan Taylor

Abstract: Departing from the long-espoused assumption that managers act only as agents in
employees' psychological contract with the organization, this paper asserts that in addition to the
agent role, some managers, in an attempt to further their own self-interests, form and enact their
own psychological contracts as principals with select employees. The combination of these dual
roles often yields unacknowledged but significantly negative consequences for the employing
organizations, the managers who choose a principal role, and the select employees with whom
they form a psychological contract. Drawing upon agency, psychological contract, and social
exchange theories, we develop the distinctive characteristics of the agent vs. principal roles,
identify the antecedents that motivate managers to assume a principal role, develop four
archetypes for combining the dual roles, and suggest the potentially harmful consequences for
the above three parties mentioned. The paper concludes with theoretical and practical
implications and suggestions for future research.

Organizational political climate: Shared perceptions about the building and use
of power bases

December 2013
Erin Landells | Simon L. Albrecht

Abstract: Organizational politics continues to be acknowledged as a real and important

dimension of organizational functioning. Most research has focused on ‘perceptions of
organizational politics’ where organizational politics is conceptualized negatively and its
relationship with detrimental individual and organizational outcomes is demonstrated. We argue
that organizational politics can be conceptualized as a multi-dimensional climate level construct
and that ‘organizational political climate’ can be both functional and dysfunctional. We propose
and explain a four dimensional model of organizational political climate informed by existing
theoretical perspectives on power bases. The four key dimensions are represented by the building
and use of personal power, positional power, connection power and informational power. We
also highlight the need for a comprehensive measure of organizational political climate which is
underpinned by the four dimensions and which enables an assessment of the extent to which the
organizational political climate is functional and/or dysfunctional. In summary, we recommend
that HR practitioners seek to understand the functional and dysfunctional dimensions of
organizational political climate and implement practices to foster a positive political climate. We
overview practical implications for HR managers and suggest a future research agenda.
Strategic human resource management and supply chain orientation

December 2013
Mark L. Lengnick-Hall | Cynthia A. Lengnick-Hall | Carolee M. Rigsbee

Abstract: Most SHRM research has concentrated on single, focal organizations and on activities
taking place within the firm. The purpose of this article is to lay a foundation for studying SHRM
in the supply chain. We present a framework which identifies factors that influence whether
adopting a supply chain orientation (SCO) is effective, and articulates the contingencies that
shape SHRM practices needed to achieve and capitalize on SCO. We make several contributions
to the strategic human resource management and supply chain literatures. First, we highlight this
neglected area of research. Second, we expand the boundary conditions of strategic human
resource management and HR systems from a primarily single firm, intra-organizational focus to
one which includes both intra- and inter-organizational relationships. Third, we provide a
framework for understanding the links between HR systems, SCO, and strategic outcomes.
Fourth, we build upon previous theorizing in strategic human resource management and provide
a framework for research in the supply chain context. And finally, we offer propositions for
future research, along with a decision making model which has implications for both research
and management practice.

Strategic HRM in building micro-foundations of organizational knowledge-based

performance

December 2013
Dana B. Minbaeva

Abstract: Strategic HRM research has a strong potential to further our understanding of how
organizational knowledge processes influence performance at various analytical levels. Drawing
on ability–motivation–opportunity research and linking it to knowledge sharing behaviors, we
discuss the micro-foundations in the link between strategic HRM practices and knowledge-based
organizational performance. We thus describe a research agenda for future micro-foundational
research that links strategic HRM and knowledge-based performance.

Commentary on “The meaning of ‘talent’ in the world of work”

December 2013
Paul Iles

Abstract: This paper provides a commentary on the article in this Special Issue on “The meaning
of ‘talent’ in the world of work”, welcoming its analysis of the definition, meaning and
conceptualisation of talent and seeking to develop further its research recommendations. In
particular, it argues that the relationships between talent and gifts should be further explored,
proposes that exploring its use in other languages than English would be useful, and suggests
comparing its identification and development in management and other fields, especially sport
and the arts. It also proposes multidisciplinary research and research into talent and talent
management in various contexts, including sectorial, cultural, institutional and structural
contexts. Finally, it proposes that factors which influence how talent is identified need further
analysis, and perspectives from resource-based theories, ethical theories, development
economics, and social capital theories should be utilised.

Troubling some assumptions: A response to “The role of perceived

organizational justice in shaping the outcomes of talent management: A research
agenda”

December 2013
Stephen Swailes

Abstract: This Commentary is a response to the paper by Gelens, Dries, Hofmans, & Pepermans
in this Special Issue on the development of a theoretical framework for talent management. The
authors' central argument and hypotheses remain essentially untroubled here as this Commentary
instead problematizes a central assumption of their paper which is commonly taken for granted
in the talent literature—i.e., that talent is in shortage. In addition, suggestions for theory
development are given and a more critical approach to the assumptions upon which talent
management is based is advocated.

Appreciating and ‘retooling’ diversity in talent management conceptual models:

A commentary on “The psychology of talent management: A review and
research agenda”

December 2013
John W. Boudreau

Abstract: This commentary on “The Psychology of Talent Management” suggests that readers
should avoid concluding that the diversity of talent management concepts across psychological
disciplines is something to be “corrected,” and instead embrace it as a resource to be tapped for
future understanding. It suggests two frameworks to enhance these efforts: “Retooling” talent
management using well-known frameworks applied to more traditional organizational resources,
and tapping research on “shared mental models” through which teams articulate and appreciate
their diverse concepts of tasks and goals.

The currency of talent management—A reply to “talent management and the

relevance of context: Towards a pluralistic approach”

December 2013
Carole Tansley | Susan Kirk | Susanne Tietze

Abstract: In this paper we provide a commentary on the article in this Special Issue by
Thunnissen, Boselie, and Fruytier on the relevance of context to the field of talent management.
We concur that a more critical, pluralist approach to talent management scholarship is needed,
that talent management should go beyond a mere economic exchange between talent and their
employer, and that further research is needed to explore the link between macro, meso and micro
level considerations. Thunnissen, Boselie, and Fruytier pose insightful questions about the
contribution of talent management to the social and moral development of society and
legitimating talent management at meso level. For us, these questions raise issues about the
extent to which individual agency in ethical issues is possible in environments designed to
regulate and control talent. We suggest that underexplored notions of strategic exchange and
individual identity provide a richer picture of the talent employment relationship and raise a
number of possible directions for future talent management research.

Commentary on: “Talent—innate or acquired? Theoretical considerations and

their implications for talent management”

December 2013
David G. Collings | Kamel Mellahi

Abstract: This paper provides a commentary on the article in this special issue by Meyers, van
Woerkom, and Dries (2013—this issue) on the meaning of the term ‘talent’ with a particular
focus on the extent to which talent is an innate construct (nature), mostly acquired (nurture), or
more based on an interaction of the two. While acknowledging Meyers et al.'s comprehensive
and convincing overview of the differing perspectives on talent as innate versus acquired, we
expand on their ideas in two important ways. Firstly, moving beyond debates on the exclusivity
versus inclusivity of conceptualizations, we argue that the key focus for organizations should be
on maximizing value creation through calibrating the level of talent required by the organization
and ensuring that talents are deployed in those strategic jobs with the greatest potential for value
creation. Secondly we touch on the translation of talent into performance in the organizational
context by bring the import of context to the fore. We conclude with some directions for further
study.

The role of perceived organizational justice in shaping the outcomes of talent

management: A research agenda

December 2013
Jolyn Gelens | Nicky Dries | Joeri Hofmans | Roland Pepermans

Abstract: Talent management is in need of a theoretical foundation and empirical research at the
level of the individual. To address these gaps, the current paper relies on the literature on
workforce differentiation and provides a research agenda by introducing perceived
organizational justice as a key mediator between talent management practices and differential
employee reactions. We discuss employees' varying reactions to talent management on one hand
and their underlying perceptions of organizational justice, on the other hand. In particular, we
propose that, amongst others, an employee's high potential status serves as an antecedent for
different distributive justice perceptions, while procedural interventions and relationship building
can provide organizational latitude in shaping employee reactions to talent management.
Research methods, challenges, and practical implications are discussed.
The psychology of talent management: A review and research agenda

December 2013
Nicky Dries

Abstract: Across six different streams of the literature (i.e., HRM; I/O psychology; educational
psychology; vocational psychology; positive psychology; social psychology) we identify a
number of discrepancies (i.e., between practitioner and academic interest; between talent
management discourse and practice), theoretical perspectives (i.e., talent as capital; talent as
individual difference; talent as giftedness; talent as identity; talent as strength; and talent as the
perception of talent), tensions (i.e., object–subject; inclusive–exclusive; innate–acquired; input–
output; transferable–context-dependent), and assumptions (i.e., about intuition versus data; about
the effects of being labeled ‘talented’; about the effects of differential treatment) which we argue
can serve as a basis for theory building, methodological advances, and new empirical work. With
this review, we hope to join a growing group of talent management scholars pushing to make the
transition from a growing into a mature field of study, characterized by widely accepted
theoretical frameworks and research designs, and supported by the scholarly community.

Talent — Innate or acquired? Theoretical considerations and their implications

for talent management

December 2013
M. Christina Meyers | Marianne van Woerkom | Nicky Dries

Abstract: In order to contribute to the theoretical understanding of talent management, this paper
aims to shed light on the meaning of the term ‘talent’ by answering the following question: Is
talent predominantly an innate construct, is it mostly acquired, or does it result from the
interaction between (specific levels of) nature and nurture components? Literature stemming
from different disciplines has been reviewed to summarize the main arguments in support of
each of the three perspectives. Subsequently, these arguments are mapped on a continuum
ranging from completely innate to completely acquired. We argue that an organization's position
on this continuum entails important implications for its design of talent management practices,
which we discuss extensively. By providing guidelines on how an organization's talent
management system can be shaped in accordance with their respective talent definition, this
paper is particularly useful to HR practitioners.

What is the meaning of ‘talent’ in the world of work?

December 2013
Eva Gallardo-Gallardo | Nicky Dries | Tomás F. González-Cruz

Abstract: The ongoing confusion about the meaning of ‘talent’ within the world of work is
hindering the establishment of widely accepted talent management theories and practices. The
aim of this paper is to contribute to the literature on talent management by offering an in-depth
review of the talent concept within the specific context of the world of work, and proposing a
framework for its conceptualization. We group different theoretical approaches to talent into
‘object’ (i.e., talent as natural ability; talent as mastery; talent as commitment; talent as fit)
versus ‘subject’ approaches (i.e., talent as all people; talent as some people) and identify
dynamics existing within and between them, as well as implications for talent management
theory and practice. Finally, we discuss different avenues for further research aimed at
developing the talent—and consequently, the talent management—construct further.

Talent management and the relevance of context: Towards a pluralistic

approach

December 2013
Marian Thunnissen | Paul Boselie | Ben Fruytier

Abstract: This paper aims to contribute to the development of a broader, more balanced approach
to talent management that will help in studying and implementing talent management across
different contexts. The paper starts with an overview of the advances made in previous reviews
and studies with respect to three central themes: the definition of talent, intended outcomes of
talent management, and talent management practices. We identify the one-dimensional and
narrow approach to the topic as a main limitation of the existing talent management literature.
Through the use of theories from the organizational theory and the strategic HRM domain, we
add new perspectives and develop a multilevel, multi-value approach to talent management. In
so doing, we offer an in-depth discussion of the potential economic and non-economic value
created by talent management at the individual, organizational, and societal level.

Projective testing: Historical foundations and uses for human resources

management

September 2013
Nathan T. Carter | Michael A. Daniels | Michael J. Zickar

Abstract: The use of projective psychological measures has intrigued scientists and the general
public for nearly a century. In the following, we provide the historical and conceptual
foundations for a variety of projective measures and review empirical research using them in
application to areas relevant to human resource management (HRM). From these reviews, we
argue that the slowing of projectives research in HRM applications over the past two decades
does not appear to be warranted given these findings. Based on this historical account, we note
two major barriers to the use of these measures in HRM. The first is the lack of an HRM-centric
literature on projectives, as most research has drawn on theories and measures designed in the
context of abnormal attributes. Secondly, subgroups of researchers have historically become
mired in what we call philosophical deadlock, wherein the evidence provided by one group does
not address the concerns of another and vice versa. We humbly provide some suggestions and
hint at future directions for projective measurement in HRM.
The automatic activation of (un)fairness behavior in organizations

September 2013
Agnes Zdaniuk | D. Ramona Bobocel

Abstract: We conducted a high impact, laboratory experiment to examine the possibility that the
enactment of (un)fairness behavior can be influenced by non-conscious processes. In Phase 1,
participants completed an impression formation task in which they read a description of a fair
and an unfair leader. The descriptions also included photographs of each leader. Later, we
subliminally exposed participants to either the face of the fair leader, the face of the unfair
leader, or a neutral face. In Phase 2, under the guise of an unrelated study, participants assumed
the role of a manager and wrote a letter communicating a dismissal decision to a subordinate.
The results demonstrate that participants were significantly less interactionally fair when
communicating the dismissal decision after being subliminally exposed to the face of a leader
whom they had mentally associated with unfairness, as compared to either the face of a leader
they associated with fairness or the neutral face. The data suggest that people's enactment of
fairness toward a third-party can be influenced by their mental representation of the unfairness of
a salient other via automatic, non-conscious cognitive processes. We highlight the implications
of our conceptual approach and current findings for theorizing on justice and on leadership, as
well as for the study of organizational behavior more broadly. We also discuss several possible
negative implications for organizations.

A framework for developing word fragment completion tasks

September 2013
Joel Koopman | Michael Howe | Russell E. Johnson | James A. Tan | Chu-Hsiang Chang

Abstract: To broaden our understanding of the person-based phenomena that impact

organizational behavior, researchers are increasingly making use of implicit measures. Explicit
measures tap affect, attitudes, and self-concepts that are accessible to introspective awareness,
which are sometimes unreliable or distorted by response biases. In contrast, implicit measures
assess mental content and processes that operate outside awareness. Unfortunately, the ad hoc
manner in which implicit measures are sometimes developed is problematic. As a way of
improving research on implicit content and processes, we present a detailed and practical
framework for developing one type of implicit measure: word fragment completion tasks. Such
tasks have been successfully used to measure a variety of individual difference variables in
previous organizational research. Our framework draws on previous research and well
understood psychometric principles to describe a process for creating reliable and valid word
fragment completion tasks.
Biological implicit measures in HRM and OB: A question of how not if

September 2013
William J. Becker | Jochen I. Menges

Abstract: Scholars in the disciplines of human resource management (HRM) and organizational
behavior (OB) have primarily focused on explicit processes and measures in their research, but
much of human feeling and behavior is triggered through implicit processing outside of
conscious awareness. In this article, we discuss how explicit and implicit processes interact to
shape work emotions, attitudes, and behaviors, and we suggest that scholars should incorporate
biological measures for assessing implicit as well as explicit processes into their research
designs. We provide guidance for such endeavors by describing how several biological implicit
measures can be used in HRM and OB research. These measures include cortisol measurement,
skin conductance, event related potential (ERP), and functional magnetic resonance imaging
(fMRI).

Digging deeper or piling it higher? Implicit measurement in organizational

behavior and human resource management

September 2013
Elizabeth L. Haines | Kenneth E. Sumner

Abstract: Organizational researchers can dig deeper into peoples' thoughts, attitudes, and self-
concepts to understand how automatic processes may impact judgment and social behavior in
organizations. Measures of these automatic processes, including the Implicit Association Test
(e.g., IAT; Greenwald, McGhee, & Schwartz, 1998), Semantic Priming (e.g., SP; Wittenbrink,
Judd, & Park, 1997), Affect Misattribution Procedure (e.g., AMP; Payne, Cheng, Govorun, &
Stewart, 2005), Word Completion Tasks (e.g., WCT; Johnson & Saboe, 2011), among many
others, deserve greater attention as alternatives or supplements to traditional self-report measures
of variables important in organizations (e.g., job satisfaction, personality and trait measurement,
diversity attitudes). In this paper, we first provide a primer on implicit social cognition and its
relationship to automatic and controlled cognitive processes, discussing major types of implicit
measures, how these might operate, criticisms of this approach, and how these implicit constructs
may give rise to behavior in organizations. Second, we discuss models of automatic processes
and explore their validity and how these may predict behavior. Third, we offer advice for
selecting, constructing, and improving implicit measurements when used in organizational
research to enhance human resources and organizational functioning.

Working for a higher purpose: A theoretical framework for commitment to

organization-sponsored causes

June 2013
John B. Bingham | Bret W. Mitchell | Derron G. Bishop | Natalie J. Allen
Abstract: We explicate the theoretical foundations of employee commitment to organization-
sponsored causes—voluntary, socially responsible practices or programs espoused by an
organization—as targets of employee commitment. Although scholarly interest in organization-
sponsored causes is increasing, little is understood about the mechanisms for employee
involvement in organization-sponsored causes, since the motives and context for participation
may differ significantly from participation in such causes outside of work. We propose that
commitment to organization-sponsored causes can be conceptualized in terms of affective and
normative mindsets and suggest that these mindsets, both separately and in combination,
influence employees' behavioral support for the cause. We also draw upon the theory of planned
behavior to suggest that employee perceptions regarding how an organization supports employee
participation in the cause may influence their behavioral support for the cause. Finally, we
describe the interrelationships among commitment to the organization-sponsored cause,
employees' behavioral support for the organization-sponsored cause, and organizational
commitment.

An event-based perspective on the development of commitment

June 2013
Mindy E. Bergman | Justin K. Benzer | Adam H. Kabins | Alok Bhupatkar | Daria Panina

Abstract: This paper proposes a new perspective on the development of commitment. We

propose that organizational events are evaluated relative to a person's values to determine
whether the person fits or misfits the organization. The fit information is then organized into
commitment elements, which reflect the extent to which workplace events fit (relative to misfit)
a particular value across events over time. We propose that elements are organized around
values, not events, such that values are the main effect and events are the moderators of said
effect on elements. Elements are, in turn, formative indicators of the latent commitment
construct. They are the proximal causes of commitment. Multiple elements contribute to a single
commitment and they are weighted via the value hierarchy. Our perspective contributes to the
literature by: (a) being developmental; (b) focusing on events; and, (c) having implications for
both within-person and between-person questions about commitment development.

A person-centered approach to the study of commitment

June 2013
John P. Meyer | Laura J. Stanley | Robert J. Vandenberg

Abstract: Theories of workplace commitment have become increasingly complex with

propositions regarding its multiple-component structure (e.g., affective, normative, continuance)
and multiple foci (e.g., organization, supervisor, team). To date, most research has taken a
variable-centered approach (e.g., regression, SEM) to address the additive and interactive effects
of commitment components and foci on behavior and well-being. This assumes that research
samples are homogeneous and that the same theoretical framework and empirical findings apply
uniformly to employees in general. More recently, it has been proposed that a sample can contain
subgroups and that the variables of interest (e.g., commitment components or foci) might
combine and relate differently to other variables within these subgroups. Consequently, there has
been an increase in the use of person-centered strategies (e.g., cluster analysis, latent profile
analysis) to identify and compare these subgroups. We provide an overview of commitment
theory and research to demonstrate how use of a person-centered research strategy can provide
new insights into the nature and implications of commitment. We also provide a critical
evaluation of person-centered strategies with the objective of encouraging greater use of more
advanced analytic procedures in future research. Finally, we discuss the benefits of person-
centered research for theory and practice.

Residual affective commitment to organizations: Concept, causes and

consequences

June 2013
Heiko Breitsohl | Sascha Ruhle

Abstract: Research on affective organizational commitment has largely been conceptually

restricted by the temporal boundaries of organizational membership, while only few authors have
addressed how individuals may commit to an organization before becoming members. Given that
individual careers increasingly span across a greater number of organizations, this restriction
limits our ability to capture how employees experience their workplaces throughout their careers.
Addressing this gap, this article contributes to the literature on affective commitment by arguing
that individuals may remain affectively committed to an organization after having left it. We
extend the temporal structure of affective commitment beyond separation by introducing the
concept of residual affective commitment, and present a model of how such commitment is
formed. We elucidate the interplay between residual and current affective commitment,
complementing research on organizational newcomers. Finally, we open up new avenues for
research by discussing theoretical consequences of the introduction of residual commitment.

Within-person variation in affective commitment to teams: Where it comes from

and why it matters

June 2013
Thomas E. Becker | Johannes Ullrich | Rolf van Dick

Abstract: Teamwork is crucial to organizational success and commitment to teams is an

important predictor of team-related behaviors. However, theorists and researchers have typically
assumed that commitment levels are generally stable within-persons, increasing or decreasing as
a result of substantial organizational changes. This position is at odds with the evidence of
systematic and regular intraindividual fluctuations in personal attributes and workplace
behaviors. We draw upon affective events theory to present a model explaining how certain
events and dispositions produce vacillations in affective reactions which, in turn, are likely to
create within-person variation in affective commitment to teams (WPVCteams). We further
propose that WPVCteams enhances prediction and explanation of intraindividual fluctuations in
work behavior and, interindividually, moderates the relationship between level of commitment
and behavior.
How strategic considerations influence decision making on e-HRM applications

March 2013
René Schalk | Volken Timmerman | Sjoerd van den Heuvel

Abstract: Although numerous studies indicate that the added value of human resource
management is strongest when HRM decisions are linked to the organizational strategy, practical
knowledge about how strategic considerations influence decision-making processes relating to e-
HRM is limited. Therefore, the purpose of this study is (1) to examine in three case studies how
strategic considerations influence the decision-making process around the introduction of e-
HRM applications, (2) to present propositions for further research, and (3) to offer
recommendations on how to better include strategic considerations in the decision-making
process. Three in-depth case studies of companies' e-HRM implementation were performed
using a model on e-HRM strategy formulation (Marler, 2009). The case studies reveal that when
specific business drivers are absent from the decision-making process, the main role of e-HRM
becomes to provide an infrastructure with a focus on preventing dissatisfaction. In order for e-
HRM to be used in a more strategic way, business and HRM should be [Link] on the
findings, we offer research propositions for academics studying this emerging field of the
interconnections between strategy, human resource management and IT systems. In addition, we
offer recommendations for HR practitioners on how to optimize the match between business and
HRM.

Human resource information systems: Information security concerns for

organizations

March 2013
Humayun Zafar

Abstract: We explore HRIS and e-HR security by presenting information security fundamentals
and how they pertain to organizations. With increasing use of enterprise systems such as HRIS
and e-HR, security of such systems is an area that is worthy of further exploration. Even then,
there is surprisingly little research in this area, albeit that extensive work is present in regard to
HRIS privacy. While focusing on HRIS and e-HR security, we introduce aspects of HRIS and e-
HR security and how it can be enhanced in organizations. A research model is also presented
along with propositions that can guide future research.

Employee relationship management — Realizing competitive advantage through

information technology?

March 2013
Stefan Strohmeier

Abstract: Employee relationship management (ERM) constitutes an emerging trend of managing

human resources by building and maintaining individualized and mutually valuable relationships
with employees based on information technology. However, given the early and still emerging
state, there is little knowledge and agreement regarding ERM. Hence, the current paper attempts
to clarify the concept and derive research implications. The formation and the strategic,
processual and technological components of ERM are derived and discussed based on the
Customer Relationship Management (CRM) concept that preceded it. As a result, a first general
outline of an interesting and ambitious concept is presented. Based on the outline, major
implications for further conceptual elaboration, theoretical foundation and empirical evaluation
of ERM are derived to propose directions for future research.

Shared leadership in enterprise resource planning and human resource

management system implementation

March 2013
Julia E. Hoch | James H. Dulebohn

Abstract: Human resource management systems (HRMS) integrate human resource processes
and an organization's information systems. An HRMS frequently represents one of the modules
of an enterprise resource planning system (ERP). ERPs are information systems that manage the
business and consist of integrated software applications such customer relations and supply chain
management, manufacturing, finance and human resources. ERP implementation projects
frequently have high failure rates; although research has investigated a number of factors for
success and failure rates, limited attention has been directed toward the implementation teams,
and how to make these more effective. In this paper we argue that shared leadership represents
an appropriate approach to improving the functioning of ERP implementation teams. Shared
leadership represents a form of team leadership where the team members, rather than only a
single team leader, engage in leadership behaviors. While shared leadership has received
increased research attention during the past decade, it has not been applied to ERP
implementation teams and therefore that is the purpose of this article. Toward this end, we
describe issues related to ERP and HRMS implementation, teams, and the concept of shared
leadership, review theoretical and empirical literature, present an integrative framework, and
describe the application of shared leadership to ERP and HRMS implementation.
Definition Human Resource Planning:

Important definitions of human resource planning are discussed here to understand the
concept in right perspective:

According to E.W. Vetter, human resource planning is “the process by which a management
determines how an organisation should make from its current manpower position to its desired
manpower position.

Through planning a management strives to have the right number and the right kind of people at
the right places, at the right time to do things which result in both the organisation and the
individual receiving the maximum long range benefit.”

Dale S. Beach has defined it as “a process of determining and assuring that the organisation will
have an adequate number of qualified persons available at the proper times, performing jobs
which meet the needs of the enterprise and which provide satisfaction for the individuals
involved.”

In the words of Leon C. Megginson, human resource planning is “an integration approach to
performing the planning aspects of the personnel function in order to have a sufficient supply of
adequately developed and motivated people to perform the duties and tasks required to meet
organisational objectives and satisfy the individual’s needs and goals of organisational
members.”

On the analysis of above definitions, human resource planning may be viewed as foreseeing the
human resource requirements of an organisation and the future supply of human resources and
making necessary adjustments between these two and organisation plans, and foreseeing the
possibility of developing the supply of human resources in order to match it with requirements
by introducing necessary changes in the functions of human resource management.

Here, human resource means skill, knowledge, values, ability, commitment, motivation etc., in
addition to the number of employees. Though accomplishment of organisational objectives and
goals is the primary concern of the human resource planning, concern for the aspirations of the
people and their well-being has equal importance in it. In fact, the human resources planning
must result in humanisation of work environment.