bluuebunny/crossref_metadata_2025_split huggingface dataset:
Firm‐provided social concerns – just another compensating wage differentials story?
Authors: Bolvig Iben 
Published: January 2007

PurposeTo analyse two important effects of the level of social concern in the firm. First, the effect on the labour force composition, i.e. do particular types of concerns attract certain kinds of employees? Second, the effect on the wage level within the firm, i.e. do firm‐provided social concerns substitute for money wages, or are they provided as an additional compensation?Design/methodology/approachEmpirical analysis using a survey on more than 2,000 firms, linked to administrative data for each employee in the firms. Estimates wage equations using the IV approach to deal with endogeneity of the level of social concerns. Two competing theories aiming to explain the use of social concerns toward employees, the compensating wage differential theory and corporate social responsibility, are compared.FindingsFinds indications in favour of the compensating wage differential theory when looking at wage effects at the firm level, whereas looking at the target group level finds that white‐collar workers might experience higher levels of social concerns without having lower wages, which contrast the theory of compensating wage differentials.Originality/valueThe paper compare two well‐established theories within two different disciplines – the compensating wage differential theory from economics, and CSR from management. This is done using solid empirical analysis.
Why do large firms pay higher wages? Evidence from matched worker‐firm data
Authors: Lallemand Thierry , Plasman Robert , Rycx François 
Published: January 2007

PurposeThis paper analyses the magnitude and sources of the firm‐size wage premium in the Belgian private sector.Design/methodology/approachUsing a unique matched employer‐employee data set, our empirical strategy is based on the estimation of a standard Mincer wage equation. We regress individual gross hourly wages (including bonuses) on the log of firm‐size and insert step by step control variables in order to test the validity of various theoretical explanations.FindingsResults show the existence of a significant and positive firm‐size wage premium, even when controlling for many individual characteristics and working conditions. A substantial part of this wage premium derives from the sectoral affiliation of the firms. It is also partly due to the higher productivity and stability of the workforce in large firms. Yet, findings do not support the hypothesis that large firms match high skilled workers together. Finally, results indicate that the elasticity between wages and firm‐size is significantly larger for white‐collar workers and comparable in the manufacturing and the service sectors.Research limitation/implicationsUnfortunately, we are not able to control for the potential non‐random sorting process of workers across firms of different sizes.Originality/valueThis paper is one of the few to test the empirical validity of recent hypotheses (e.g. productivity, job stability and matching of high skilled workers). It is also the first to analyse the firm‐size wage premium in the Belgian private sector.
Human resource management and labour demand dynamics in Belgium
Authors: Arnone Laurent , Dupont Claire , Mahy Benoît , Spataro Séverine 
Published: January 2007

PurposeThis paper aims to estimate whether human resource (HR) practices influence labour demand dynamics behaviour.Design/methodology/approachGroups practices in terms of employees satisfaction and work organisation, financial incentives and individual's career perspectives, and explains how they may influence labour productivity and cost. Considering five HR variables, estimates two specifications of labour demand dynamics, under production constrained by demand or monopolistic competition regimes. Applies the two‐step GMM estimator proposed by Blundell and Bond to a balanced panel of 452 Belgian firms observed during the period 1998‐2002.FindingsIn the complete monopolistic competition specification, estimates a positive one lag relation explaining labour demand by average training hours combined with an indicator of well‐being of workers, the fact that they are engaged in long term contracts and stay in firms. Some evidence therefore seems to show that some combined HR practices can improve labour demand.Originality/valueProvides information on whether HR practices influence labour demand dynamics in a Belgian context.
US physician board certification and labor market returns
Authors: O'Halloran Patrick L. , Bashaw David J. 
Published: January 2007

PurposeThis paper aims to determine the characteristics of board certification among US physicians and to test whether accounting for the expected gains to certification alters the pattern of the determinants of board certification.Design/methodology/approachSplitting the sample into sub‐samples by characteristics associated with certification/non‐certification identified in a probit, the incremental gain to certification from log‐earnings equations is identified. Realizing that these methods are susceptible to sample selection, correction is made for it using the Heckman approach. Using the sample selection corrected equations, the expected gain to certification among those who certify is then predicted and those who do not certify is then predicted and this difference is included as a proxy for the expected gain in the original probit to ascertain whether including the expected gain alters the determinants of certification.FindingsAccounting for the expected gain alters the pattern of the determinants of certification. Although some groups such as blacks appear less likely to certify, after accounting for their expected return to certification, they are not as less likely. This is explained in terms of the expected marginal return to certification, market structure and practice setting.Research limitations/implicationsThe data used in the analysis apply only to young physicians in the USA. Also, these results may be applicable only to the particular cohort used in this analysis.Practical implicationsThe findings help to explain the absence of minority board certified physicians within the USA.Originality/valueThis paper is the first to simultaneously estimate the returns to physician board certification and the decision to obtain certification.
Does one size fit all?
Authors: Atkinson Carol , Cuthbert Peter 
Published: January 2007

PurposeThis paper sets out to investigate the effect of position in the organisational hierarchy on an employee's psychological contract.Design/methodology/approachThis paper presents a statistical analysis of secondary data taken from the Working in Britain 2000 (WIB) dataset, an ESRC/CIPD funded study, to investigate the perspectives on the content of the psychological contract of different employee groups, namely managers, supervisors and “shop floor” employees.FindingsThe results show that differences do emerge between different groups of employee, managers having a generally more relational contract. These differences are not, however, as large as may be expected and, for some aspects of the psychological contract, there are also considerable similarities between all the groups.Research limitations/implicationsAnalysis is limited by the data present in the dataset, meaning that certain aspects of the psychological contract, for example, trust, are not as fully explored as is desirable.Practical implicationsThe research has implications for how to appropriately manage the employment relationships of differing employee groups.Originality/valueMost existing empirical data assume that there is “a” psychological contract within an organisation and the findings from this research demonstrate that the position is, in fact, more complex.
Participation in voluntary training activities in the Canadian banking industry
Authors: Renaud Stéphane , Morin Lucie , Cloutier Julie 
Published: January 2007

PurposeThis study seeks to investigate whether gender and managerial status act as significant correlates of participation in voluntary training.Design/methodology/approachThis theoretical foundation rests on human capital and systemic discrimination theories. Data come from the computerized records of a bank's employees.FindingsResults show that both gender and managerial status have a differential impact on participation in voluntary training: women participate more than men and managers' participation is higher than non‐managers' participation. Also, individual characteristics and productivity‐related variables impact differently on participation by gender and managerial status.Originality/valueThe results showed that the probability of participating in voluntary training varies according to gender and managerial status. This probability is explained in particular by the differential effect produced by the individuals' productivity‐related characteristics (age, schooling, organizational tenure and part‐time status) according to gender and managerial status.
The relationship between HRM, technology innovation and performance in China
Authors: Li Yuan , Zhao Yongbin , Liu Yi 
Published: January 2007

PurposeHuman resource management (HRM) is seen as crucial for innovation and firm performance in China. This paper aims to carry out an empirical research to investigate the effects of main dimensions of HRM on technological innovation as well as organizational performance.Design/methodology/approachThe research uses a sample of 194 high‐tech firms surveyed in eight provinces in China.FindingsThis research finds that employee training, immaterial motivation and process control have positive effects on technological innovation, while material motivation and outcome control have a negative influence on technological innovation. It is also found that technological innovation is positively related with performance.Research limitations/implicationsThis study does not consider the different influence of every HRM dimension affecting different innovation types. This should be a future research topic.Practical implicationsThis study provides useful managerial implication for managers. First, employee training is needed to develop employees' knowledge. Second, material incentive is needed but not main motivation in Chinese high‐tech firms. Third, process control should be emphasized more than outcome control in Chinese high‐tech firms.Originality/valueThis study demonstrated that the HRM significantly contributed to technological innovation and firm performance. This study demonstrates that Chinese high‐tech firms' HRM has an important influence on technological innovation, and lead to firm's superior performance.
Coping with a structural crisis: evaluating an innovative redundancy‐retraining project
Authors: Winter‐Ebmer Rudolf 
Published: January 2007

PurposeThe purpose of this article is to evaluate a specific manpower training program in Austria; a program which was particularly designed for workers affected by a structural crisis in the steel industry.Design/methodology/approachMicroeconometric evaluation methods were used to assess earnings and employment probabilities up to five years after training. A treatment/control group approach was used together with instrumental variables estimates to control for selective entry into training.FindingsThe results show considerable wage gains – even for a period of five years after leaving the Foundation – as well as improved employment prospects.Research limitations/implicationsThe research has concentrated on a very specific project, which was exceptional in terms of broad training and counseling as well as in terms of funding and selection of trainees; therefore, it is not easily generalisable to other programs.Practical implicationsThe success of the program can be traced back to high incentives of all participants which, in turn, was caused by joint financing by local government, the workers themselves and the firm which made these workers redundant in the first place. Moreover, a combination of job counseling, search activities and training in capabilities which give presentable certificates turned out to be successful.Originality/valueThe study will be valuable to those who look at specifics of job training programs as well as to those who are interested in designing programs for structural change.
Organizational socialization, career aspirations and turnover intentions among design engineers
Authors: Bigliardi Barbara , Petroni Alberto , Ivo Dormio Alberto 
Published: January 2007

PurposeTurnover intention is one's behavioural intention to quit. The purpose of this study is to compare the relative influences of organizational socialization and career aspirations on turnover intentions of design engineers and to address the design of more effective development programmes and the reduction of dysfunctional turnover.Design/methodology/approachA study of 442 engineers staffed within “design and development” units is presented, and a research model is tested using structural equation modelling techniques.FindingsThe analysis indicates that design engineers report lower levels of turnover intention when organizational socialization is prominent and an adequate range of opportunities that satisfy career aspirations exist within the organization.Research limitations/implicationsThe cause‐effect relationships among constructs that are empirically derived from the analysis should be further supported by a longitudinal study. Future research should be aimed at exploring the different patterns of turnover intentions of engineers with different career orientations and in organizations with or without rigid formalized career advancement system.Practical implicationsManagers of technical staff are advised to put an effort to develop and encourage lateral career moves of research and development staff members, particularly for newcomers, by offering a variety of experiences, that is likely to speed up their prompt creation of a better defined self‐concept.Originality/valueThe originality of the research lies in that it addresses an explanation of engineers’ turnover based on a theoretical framework that jointly combines internal career anchors as well as external career opportunities and socialization, thus striving to fill a gap in existing literature.
Accessing ideas to develop leadership and organization
Authors: Rothberg Glenn 
Published: January 2007

PurposeTo measure, group, and understand the role of ideas in the workplace.Design/methodology/approachThe study carries out a cluster analysis of what managers say is happening to ideas in their workplace.FindingsThis pilot study finds that the role of ideas, their interaction, and progression across organizations and workplaces can be identified and measured. It provides a way of identifying group mindsets and a medium for understanding and addressing orthodoxy.Research limitations/implicationsThe main implication is to gain a practical understanding of the role of ideas in any group's performance. The questions about ideas are widely applicable across groups. The research was also limited by its sample size.Practical implicationsBy identifying how ideas are currently addressed, the approach is available for a wide range of group situations in organizations and across disciplines. It can be used to recognize, harness and improve the contribution of disparate ideas to performance and outcomes.Originality/valueThe article's originality is in its focus on the role of ideas in organization and society. The study highlights the role of idea interaction and progression, invaluable in integrating the development of the theory and practice of leadership, organization and management.
Organizational culture in public sector organizations
Authors: Schraeder Mike , Tears Rachel S. , Jordan Mark H. 
Published: January 2007

PurposeTo provide two possible approaches for enhancing organizational culture awareness and promote cultural change in public sector organization. These approaches include training and leading by example.Design/methodology/approachLiterature outlining fundamental aspects of organizational culture is summarized, serving as a foundation for reviewing the potential value of training as a method for enhancing public managers' awareness of organizational culture. This is followed by an illustrated example of how the culture was changed in major department of a public organization through leading by example.FindingsTraining and leading by example can serve as effective methodologies for promoting culture awareness and brining about culture change in organizations.Practical implicationsThe article highlights some interesting similarities and differences between cultures in public organizations and cultures in private sector organizations. The differences, in particular, reinforce the importance of training and leading by example to guide public sector employees through the complex dynamics often embodied within culture transformations in organizations.Originality/valueWhile there are some important similarities between cultures of private sector and public sector organizations, the differences existing in public sector organization cultures create unique challenges for managers trying to evoke change. The article provides a unique perspective on applying training and leading by example to the context of public sector organizational culture.
The unintended consequences of management by objectives: the volume growth target at Volvo Cars
Authors: Dahlsten Fredrik , Styhre Alexander , Williander Mats 
Published: January 2007

PurposeIn order to lead and control large organisations, top managers could use objectives as an integrative mechanism and a driver of change. This paper aims to study the overall volume target of Volvo Cars regarding the consequences it has on organisational practices.Design/methodology/approachInterviews with relevant managers at Volvo Car Corporation were conducted.FindingsDifferent interpretations of a seemingly clear objective, different views on both the rationale for and possible direction of the needed change and an increasing gap between middle and top managers are organisational responses to the demanding volume ambition. The response from the interviewed managers was more emotional than expected, resulting in an overall sense of target fatigue in the studied organisation.Research limitations/implicationsThe study suggests that the lack of academic research interest in the management by objectives (MBO) discourse is misleading. Rather than dismissing MBO as what is an outmoded management fad, management researchers should examine how MBO is used in practice.Practical implicationsOrganisations rely on objectives, but such objectives need to be translated into detailed actions by top management. The creation of meaning and actual means to fulfil the targets is an important dimension to consider for managers wanting to manage the organisation by using objectives. Organisational context and cultural obstacles must not be neglected.Originality/valueThe paper offers a unique insight into how a major automotive company deals with long‐term objectives. In addition, the paper calls for a renewal of research on MBO.
Creative climate and learning organization factors: their contribution towards innovation
Authors: Ismail Meriam 
Published: January 2007

PurposeThe purpose of this study is to explore the effects of two independent variables, creative climate and learning organization, on innovation separately and simultaneously.Design/methodology/approachThe methodology used was multiple regression analysis executed on the data collected. Apart from that, the study also usedT‐tests to compare the means of variables between the randomly selected local organization and MNCs. ANOVA was also conducted to compare the means of the variables between three different employee categories of job levels, namely the top, middle/lower management and supporting staff.FindingsThe results indicated that both learning culture and creative climate contributed 58.5 percent to the explanation of the observed variances in the innovation construct. The learning organization culture separately was found to have a significantly stronger relationship with innovation (r=0.733) than did the organizational creative climate (r=0.473). This implied a larger contribution from the learning organization variable towards innovation. The findings also showed that there were no significant differences in the mean scores (P>0.05) among the three organizational job levels included, namely the top management, middle/lower management and staff, in the members' perceptions of innovation, creative climate and learning culture. The study also found no significant differences in the mean scores (P>0.05) among the small, medium, large and very large organizational population sizes in the members' perceptions on innovation, creative climate and learning culture.Originality/valueThe study involved a sample of 18 private organizations selected at random from a list of 165 organizations across various core businesses. The instrument used for innovation is developed by the researcher, validated bypost hocfactor analysis involving 259 respondents.
Hormesis: an evolutionary “predict and prepare” survival mechanism
Authors: Pech Richard J. , Oakley Katherine E. 
Published: January 2007

PurposeCan managers prepare their organisations for the unexpected and unforeseeable? The purpose of this paper is to argue that organisations that endure and survive a serious disruption to homeostasis may as a consequence be better equipped to survive further and more devastating attacks.Design/methodology/approachThis hypothesis is based on a naturally occurring biological survival mechanism termed hormesis. Hormesis describes a controversial biological phenomenon where the organism overcompensates and adaptation occurs after exposure to low doses of toxins. Hormesis protects the organism against subsequent repeat exposure to more lethal doses.FindingsHormetic effects may occur in an organisation just as it does in a biological entity following exposure to a life‐threatening disruption, inoculating it against potentially more lethal recurrences. Disruption in an organisational context may include negative environmental impacts, incidences of management incompetence, or consequences of competitive hostilities. It is argued that lessons can be applied from examples of biological hormesis, particularly lessons related to the hormetic recovery stages of overcompensation and adaptation as part of an evolutionary survival mechanism for organisations.Practical implicationsOrganisational hormesis may have the potential to produce growth and advancement that would not normally occur under ordinary circumstances. Hormesis demonstrates more than a step in an organisational learning process as it conveys an adaptive response designed to prevent future disruptions. Hormesis is a healing process with foresight, “designed” with the intent of increasing organisational fitness within a rapidly changing environment. It has been “designed” with the knowledge that the environment may yet dispense an even greater challenge, still to be met. In this respect the hormetic process defies evolutionary dogma which claims that evolutionary processes are blind that evolution can only react to and compensate for past pressure rather than being able to predict and prepare for future threats. After recovery from disruption, managers may, for cost cutting and other expedient purposes, cease recovery or restructuring activities. This action may unwittingly interfere with the hormetic overcompensation stage, thereby interfering with evolutionary adaptation processes. As a consequence, the organisation's ability to repel more severe disruptions may be compromised. Some firms are prematurely liquidated or downsized before they can develop hormetic response mechanisms. As demonstrated by the Xerox example, liquidation in 2000 would have been a catastrophic mistake.Originality/valueProvides a post‐mortem examination searching for possible explanations for organisational phenomena that have as yet been adequately explained.