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The decision of how many factors to retain is a critical component of exploratory factor analysis. Evidence is presented that parallel analysis is one of the most accurate factor retention methods while also being one of the most underutilized in management and organizational research. Therefore, a step-by-step guide to performing parallel analysis is described, and an example is provided using data from the Minnesota Satisfaction Questionnaire. Recommendations for making factor retention decisions are discussed.

The Handbook of Human Resource Management Education provides an aid to discussion of the curriculum necessary to educate Human Resource Management students so that they are successful in their future careers and aid their organizations and society in developing, maintaining, and innovating effective and efficient human resource management practices. This book is helpful to practising Human Resource Management professionals in assessing their strengths and weaknesses and devising action plans to turn weaknesses into strengths. The handbook seeks answers from a wide variety of scholars and experts in the HR field to the provocative questions:Is there really an HR field as previously defined? Is HR dead or just sleeping?What can be done to change the negative views of HR education and HR practice held by many critics of the discipline in business and academia.

The purpose of this study was to test 10 hypotheses for why firms join research centers that are consortial in nature. We describe research centers with a formal arrangement for accommodating external membership as being consortial research centers (CRC). Although traditional analysis of why firms form collaborative research arrangements have tended to focus upon firm level variables, this study takes a broader view on antecedent factors. We derive hypotheses from resource dependence theory, market forces theory, and strategic behavior model explanations for such firm behavior. Panel data from 503 firms, in 104 industries from 1978 through 1996 were used to test the hypotheses. The decision to join a CRC was modeled using multivariate binomial probit analysis. Results showed that industry competitiveness, technological opportunities and the production of complementary innovations are all positively related to propensity to join a CRC. Slack resources are related to joining propensity in a non-linear fashion.

The purpose of this study is to test the extent to which pay satisfaction is equivalent to perceptions of pay fairness in order to call to attention the need for care in designing instruments in order to lessen the likelihood of the confounding of concepts within measures as has been in numerous previous studies. Questionnaire data were collected as part of a larger project seeking to understand the customer service behaviors of business owners for four groups of self-employed business owners from Latvia, Germany, the UK, and the USA. It is found that while pay satisfaction and pay fairness are not the same construct, with the exception of internal pay comparisons, the self-employed may not distinguish between pay fairness and pay satisfaction in a meaningful manner. All four of the samples included in the current study had limited control over their compensation as the economy and industry are the most powerful influences on the income of the self-employed in small businesses. It might prove useful to examine whether these results hold true for individuals with highly variable compensation. Organizations should not assume that individuals naturally differentiate between pay fairness and pay satisfaction. It also would appear that there are few differences in the perceptions between the self-employed based upon country of origin. While many studies have been performed on pay fairness and pay satisfaction that have assumed that they are distinct constructs, this is the first study to use a multi-step process in order to systematically and empirically examine the degree to which they are similar. This is done across four countries and with a sample of self-employed business people - a group rarely examined in human resource research. [PUBLICATION ABSTRACT]

A review of the research literature suggested that occupational commitment may be an antecedent to employees' commitment to the organization. Although several studies have assessed the general relationship between occupational and organizational commitment, none have attempted to establish the causal priority between the two constructs. In the present study, occupational commitment was viewed as a causal antecedent to organizational commitment. Based on longitudinal data from 100 management information systems professionals, this view was supported through cross-lagged analysis. Further, we examined a longitudinal causal model of the turnover process in which occupational commitment was placed as an antecedent to organizational commitment. Structural equation analysis supported the fit of this model to the data. Implications of the findings are discussed.

Using agency theory and the stakeholder fairness concept as the conceptual base, this study confirmed three agency theory hypotheses about differential relationships between four sets of pay procedures and evaluations of pay, supervision and the employing organization. Education and seniority related variables were also found to moderate the relationships between procedural justice perceptions and evaluations of supervision and the employing organization. The study used a stratified random sample of 612 occupationally heterogeneous employees of a large County government in South Eastern United States. Results suggest that agency theory provides a parsimonious explanation for why justice matters in compensation decision making.

Instrumental and value‐expressive models of procedural justice were the basis of a field study with 612 employees of a large county government. The purpose was to identify the standards used to assess the fairness of pay procedures, and to determine the extent to which instrumental and value‐expressive models of procedural justice explain procedural assessments. Results support the inference that both instrumental and value‐expressive evaluation standards are used for fairness judgments of pay procedures. Results also indicate that the relevance of instrumental and value‐expressive standards is dependent upon the component of the pay process being evaluated and the criterion referent.