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Supervisor psychological contract management : developing an integrated perspective on managing employee perceptions of obligations
The interest of organisations in the concept of psychological contracts is often limited. This is mainly due to the fact that research on this concept has been presented as highly complex and has not featured any tangible instruments for its application. Maida Petersitzke provides an overview of the literature on psychological contracts. She presents a four-tier framework that details how organisations can systematically manage the psychological contracts of their employees. Based on an empirical study of line managers and their subordinates, she also identifies ways in which individual line managers can foster positive psychological contracts that are associated with higher degrees of organisational citizenship behaviours and affective commitment towards the organisation.
Book
Design of Man Hour Management Information System on SpringBoot Framework
This paper introduces an information system based on SpringBoot framework of man hour management, by analysing the problems existing in the man hour management workflow and process in an industrial design and assembly company. Like fraud timesheet, confusion of validation, etc. This paper designs the different function modules and provides the overview of the system, and explains the reason of using SpringBoot framework. Finally, describe the improvement for the company in both controlling and processing level.
Journal Article
Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions
PurposeThe purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.Design/methodology/approachApplied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.FindingsA conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.Originality/valueThis paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.
Journal Article
Knowing Where You Stand: Physical Isolation, Perceived Respect, and Organizational Identification Among Virtual Employees
This research investigates the relationship between virtual employees' degree of physical isolation and their perceived respect in the organization. Respect is an identity-based status perception that reflects the extent to which one is included and valued as a member of the organization. We hypothesize that the degree of physical isolation is negatively associated with virtual employees' perceived respect and that this relationship explains the lower organizational identification among more physically isolated virtual employees. In two field studies using survey methods, we find that perceived respect is negatively associated with the degree of physical isolation, and respect mediates the relationship between physical isolation and organizational identification. These effects hold for shorter- and longer-tenured employees alike. Our research contributes to the virtual work literature by drawing attention to physical isolation and the important but neglected role of status perceptions in shaping virtual employees' organizational identification. We also contribute to the literature on perceived respect by demonstrating how respect is affected by the physical context of work.
Journal Article
Collaborative Brokerage, Generative Creativity, and Creative Success
Analyzing data on utility patents from 1975 to 2002 in the careers of 35,400 collaborative inventors, this study examines the influence of brokered versus cohesive collaborative social structures on an individual's creativity. We test the hypothesis that brokerage--direct ties to collaborators who themselves do not have direct ties to each other--leads to greater collaborative creativity. We then test interaction hypotheses on the marginal benefits of cohesion, when collaborators have independent ties between themselves that do not include the individual. We identify the moderators of brokerage and argue for contingent benefits, based on the interaction of structure with the attributes, career experiences, and extended networks of individuals and their collaborators. Using a social definition of creative success, we also trace the development of creative ideas from their generation through future use by others. We test the hypothesis that brokered ideas are less likely to be used in future creative efforts. The results illustrate how collaborative brokerage can aid in the generation of an idea but then hamper its diffusion and use by others.
Journal Article
Self‐Referencing and Persuasion: Narrative Transportation versus Analytical Elaboration
This article contrasts narrative self‐referencing with analytical self‐referencing. I propose that narrative self‐referencing persuades through transportation, where people become absorbed in a story—in this case, in their storylike thoughts (Green and Brock2000). When ad viewers are transported by these narrative thoughts, persuasion is not negatively affected by weak ad arguments. Conversely, analytical self‐referencing persuades via more traditional processing models, wherein cognitive elaboration is enhanced by relating incoming information to one’s self or personal experiences, which results in a differential persuasive effect of strong versus weak arguments. I also propose that ad skepticism moderates the effect of narrative transportation. My assertions are tested in two experiments in the context of mental simulation as a form of narrative self‐referencing.
Journal Article
Organizational antecedents of second-order competences
According to dynamic capability theory, some firms are better able than others at altering their resource base by adding, reconfiguring, and deleting resources or competences. This study focuses on the first form of dynamic capability: the competence to build new competences. Two such second-order competences are studied: the ability to explore new markets and the ability to explore new technologies--referred to as marketing and R&D second-order competences, respectively. Using two wave panel data on a sample of U.S. public manufacturing firms, five organizational antecedents of these second-order competence are examined: willingness to cannibalize, constructive conflict, tolerance for failure, environmental scanning, and resource slack. Willingness to cannibalize, constructive conflict, scanning, and slack have contemporaneous effects, while scanning also has a lagged effect and slack has a U-shaped lagged effect on marketing and R&D second-order competences.
Journal Article
Managerial social capital, strategic orientation, and organizational performance in an emerging economy
This study replicates and extends previous research focusing on China, to a sub-Saharan African emerging economy environment. Specifically, the study directly replicates the impact of social capital derived from the micro-managerial networking relationships and ties with top managers at other firms and government officials on macro-organizational performance using data from Ghana. This study further extends previous work by examining the impact of social capital derived from managerial social networking relationship and ties with community leaders on organizational performance. It examines how the relationship between social capital and organizational performance is contingent on an organization's competitive strategic orientation. The findings suggest that social capital developed from managerial networking and social relationships with top managers at other firms, government officials (political leaders and bureaucratic officials), and community leadership enhance organizational performance. The findings from the contingency analyses reveal some interesting trends. The impact of social capital on organizational performance differs between firms that pursue the different competitive strategies (low-cost, differentiation, and combination of low-cost and differentiation) and those who do not pursue those strategies.
Journal Article
Three-Way Complementarities: Performance Pay, Human Resource Analytics, and Information Technology
We test for three-way complementarities among information technology (IT), performance pay, and human resource (HR) analytics practices. We develop a principal-agent model examining how these practices work together as an incentive system that produces a larger productivity premium when the practices are implemented in concert rather than separately. We assess our model by combining fine-grained data on human capital management (HCM) software adoption over 11 years with detailed survey data on incentive systems and HR analytics practices for 189 firms. We find that the adoption of HCM software is greatest in firms that have also adopted performance pay and HR analytics practices. Furthermore, HCM adoption is associated with a large productivity premium when it is implemented as a system of organizational incentives, but has less benefit when adopted in isolation. The system of three-way complements produces disproportionately greater benefits than pairwise interactions, highlighting the importance of including all three complements. Productivity increases significantly when the HCM systems \"go live\" but not when they are purchased, which can be years earlier. This helps rule out reverse causality as an explanation for our findings.
This paper was accepted by Sandra Slaughter, information systems.
Journal Article