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Partnering with the US Census Bureau, we implement a new survey of “structured” management practices in two waves of 35,000 manufacturing plants in 2010 and 2015. We find an enormous dispersion of management practices across plants, with 40 percent of this variation across plants within the same firm. Management practices account for more than 20 percent of the variation in productivity, a similar, or greater, percentage as that accounted for by R&D, ICT, or human capital. We find evidence of two key drivers to improve management. The business environment, as measured by right-to-work laws, boosts incentive management practices. Learning spillovers, as measured by the arrival of large “Million Dollar Plants” in the county, increases the management scores of incumbents.

M50NiL steel is a low carbon alloy steel known for its strength, toughness, and superior wear and corrosion resistance at high temperatures. These beneficial properties lead to its widespread use in the aerospace industry. This study aims to clarify how different carburization temperatures and tempering processes affect the mechanical properties of carburized M50NiL steel. The carburization was performed in the pit furnace for three different durations (1, 1.5, and 3 hours) at temperature range of 880°C to 940°C. To fully understand the behavior of M50NiL steel during carburization, a range of temperatures from 880 to 940°C was used for the treatment. The surface layers were characterized by using EDS, X-ray diffraction (XRD), and Vickers microhardness testing. The EDS analysis of carburized samples usually shows a higher carbon concentration in the carburized layer than in the base material. The carburized specimen contained only the ε-fe3n phase, indicating that carbon in the furnace atmosphere helped stabilize ε-fe3n instead of the γ'-fe4n phase. The microhardness of carburized sample surfaces at different temperatures ranged from 480 to 855 Hv. The steel carburized at 880°C for 1.5 hours showed excellent surface hardness of 855 HV and a case depth of 204.00 μm. Carbon coating greatly enhances surface hardness, creating a thin outer layer with excellent wear resistance. The cbz 940 sample tempered for 1.5 hours showed lower wear rates than the untreated specimen. Potentiodynamic polarization tests in a 3.5% NaCl saline solution were performed to assess the corrosion resistance of the steel samples. Comparing the results, steel carburized at lower temperatures showed better corrosion resistance. The results show that as carburizing temperatures rise, the proportions of γ′ phases and larger submicron precipitates also increase, which is linked to a higher presence of large primary carbides.

We provide a systematic empirical study of the diffusion and adoption patterns of data-driven decision making (DDD) in the U.S. Using data collected by the Census Bureau for a large representative sample of manufacturing plants, we find that DDD rates nearly tripled (11%-30%) between 2005 and 2010. This rapid diffusion, along with results from a companion paper, are consistent with case-based evidence that DDD tends to be productivity-enhancing. Yet certain plants are significantly more likely to adopt than others. Key correlates of adoption are size, presence of potential complements such as information technology and educated workers, and firm learning.

PurposeGreen human resource management (GHRM), seen as a current research trend, plays an important role in organizations’ sustainable development strategies. However, there is still a research gap in the systematization and integration of the available GHRM-related knowledge to suggest detailed future directions. Thus, the purpose of this paper is to conduct a systematic literature review on GHRM aimed at proposing detailed research gaps and agendas for future study.Design/methodology/approachFirst, this work reviews 74 articles, including 61 research/empirical articles and 13 review articles, linked with the GHRM field from the Scopus and Web of Science databases. These publications are then coded and classified into ten categories before the main findings linked with GHRM knowledge are identified. Last, the study addresses existing research gaps and proposes detailed recommendations and a research framework for further studies.FindingsAnalysis of the relevant literature is presented in the following main sections: an overview that illustrates the existing findings related to GHRM coded and classified; a description that stresses research gaps and proposes in detail 16 recommendations; and a research framework that focuses on GHRM for a future research agenda.Originality/valueThis review is important for researchers orient the research in GHRM by identifying research gaps and providing detailed recommendations. It is the first work that proposes a full research framework for future studies, especially suggestions of development related to green behavior outside of organizations, the circular economy, and technology based perspectives/Industry 4.0.

PurposeRecent research has demonstrated an increasing awareness among business communities about the importance of environmental concerns. Green human resource management (GHRM) has become a crucial business strategy for organizations because the human resource department can play a key role in going “green.” This study tests an integrative model incorporating the indirect effects of GHRM practices on employee organizational citizenship behavior toward environment (OCBE), through green employee empowerment. Moreover, this study investigates the moderating effect of individual green values on OCBE.Design/methodology/approachUsing a paper–pencil survey, we collected multisource data from 365 employees and their immediate supervisors from Pakistan.FindingsThe results of structural regression revealed that GHRM has a significant indirect effect on OCBE through green employee empowerment. The results also indicated that individual green values moderated the positive relationship between green employee empowerment and OCBE.Practical implicationsOrganizations should appropriately appraise workers’ green behavior and align their behavior to pay and promotion. Organizations should also encourage and motivate employees to be engaged in green activities and contribute to environmental management.Originality/valueThis study suggests that green employee empowerment and individual green values are important factors that influence the relationship between GHRM and employees' OCBE, and it empirically analyzes these proposed relationships in a developing country context.

PurposeStudies have highlighted concerns about the role of knowledge creation between human resource management practices and employee behaviour. The purpose of this paper is to examine the impact of green human resource management (green HRM) on employee green behaviour (EGB) through the mediation of environmental knowledge of lecturers in public research universities in Malaysia.Design/methodology/approachThis cross-sectional study examines the mechanism in which green HRM affects the EGB of lecturers through environmental knowledge in Malaysian public research universities. Smart PLS was used to analyse the relationships from 425 valid responses.FindingsThe findings of the study show that green HRM affects EGB through the full mediation of environmental knowledge. This finding gives a theoretical implication in terms of ability, motivation and opportunity theory.Research limitations/implicationsThe scope of this study is limited to public research universities in Malaysia. Future studies may explore other variables that could expedite the relationship between green HRM and EGB. Implications include policy making that emphasises on enhancing environmental knowledge of lecturers.Originality/valueTo the best of the authors’ knowledge, no study has been conducted using environmental knowledge as a mediator between green HRM and EGB.

Performance-based management is pervasive in public organizations; countless governments have implemented performance management systems with the hope that they will improve organizational effectiveness. However, there has been little comprehensive review of their impact. This article conducts a meta-analysis on the impact of performance management on performance in public organizations. It contributes to the current literature in three ways. First, it examines the effect of the \"average\" performance management system. Second, it examines the influence of management: whether beneficial performance management practices moderate the average effect. Third, it examines the effect of \"time\" on performance management. Using 2,188 effects from 49 studies, the analysis finds that performance management has a small average effect. However, the effect is substantially larger when indicators of best practices in high-quality studies are included, indicating that management practices have an important impact on the effectiveness of performance management systems. Evidence for the effect of time is mixed.

PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

We use a large pictorial sample of Chinese financial analysts to test the association between facial width-to-height ratio (fWHR) and performance in men. Financial analysts offer an ideal setting for our investigation because we can objectively track individual analysts' behaviors and performance. We find that high-fWHR analysts are more likely to conduct corporate site visits and they exhibit better performance. The positive fWHR-performance association survives a battery of robustness checks and the association is more pronounced for analysts with lower status, for firms with higher uncertainty, and for analysts facing more intense competition. Our results suggest that the dominant trait predicted by fWHR is achievement drive.

Purpose This study sought to determine the role of green human resource management (GHRM) in fostering employees' environmental performance (ENVP). This study aims to advance knowledge related to the role of firms’ GHRM activities in cultivating eco-responsible behaviors among employees, considering green innovation (GI) as a mediator. Design/methodology/approach For this study, data of 579 respondents were collected from employees working in the manufacturing industry in India. In all, 579 employees from the manufacturing sector in India participated in the study. The proposed model was tested using SMART PLS 3.3. Findings The findings of this study stated that GHRM was found significantly to predict ENVP in the Indian manufacturing industry, and GI exhibited partial mediation. This study emphasizes that GHRM activities carried out by firms encourage employees to engage in innovation to develop green products and find novel green operation processes to improve firms’ ENVP. Research limitations/implications As this study is limited to manufacturing organizations in India, the results of this study cannot be generalized; future studies may examine the proposed model in different contexts to generalize findings. Originality/value This study encourages policymakers to devise laws to enable organizations to implement GHRM practices. This study contributes to the existing literature on the environmental aspects of corporate social responsibility and environmental management. This study is one of the few attempts that seek to assess the relationship between GHRM, ENVP and GI in the Indian manufacturing industry. The contribution of this paper is significant to limit GHRM literature, as it empirically investigates the association between GHRM and ENVP.