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Pane Haden, Stephanie S.
- Realistic Job Previews and Performance
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Authors
Affiliations
1 Texas A&M University-Commerce, P.O. Box 3011, Commerce, TX-75429-3011 (USA)
1 Texas A&M University-Commerce, P.O. Box 3011, Commerce, TX-75429-3011 (USA)
Source
Journal of Management Research, Vol 12, No 3 (2012), Pagination: 163-178Abstract
Numerous studies have indicated that realistic job previews (RJPs) lead to decreased turnover among new employees. Results examining the relationship between RJPs and performance, however, have been mixed at best, leaving researchers with many unanswered questions. It is possible that the answers to these questions may lie in the application of goal setting theory. The purpose of the present study was to explore the effects of RJPs on performance goals. The results revealed that the negative information included in realistic job previews led to lowered employee expectations about the job. These lowered expectations about the job then resulted in participants setting lower performance goals for themselves. Correlation analysis, analysis of variance, and regression analysis partially supported the hypotheses contending that expectations/expectancies influence the goals that individuals set for themselves. Specifically, individuals that reported higher task self-efficacy expectancies set higher speed and accuracy goals for the job task that was described to them. The influences of three individual difference variables (i.e., general self-efficacy, need for achievement, and self-esteem) were also explored.Keywords
Realistic Job Preview, Performance, Expectancies, Goals
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- Temporary, Permanent Employment in Modern Organizations
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Authors
Affiliations
1 Texas A&M University-Commerce P.O. Box 3011, TX 75429-3011, US
1 Texas A&M University-Commerce P.O. Box 3011, TX 75429-3011, US
Source
Journal of Management Research, Vol 11, No 3 (2011), Pagination: 145-158Abstract
The study was designed to uncover the potential differences between temporary and permanent employees with respect to workplace deviance tendencies, organizational commitment, organizational trust, and perceived organizational fairness. Because of their ever-growing presence in today’s companies, we focused on temporary employees alongside their permanent counterparts in the same organization. Data pertaining to these variables were collected from both temporary and permanent employees working in light industrial-type organizations (N = 71). Few statistically significant differences between temporary and permanent employees were found. However, significant relationships between organizational commitment, trust, and fairness were revealed among both temporary and permanent employee groups. A more complete understanding of the attitudes and behaviors of the types of workers employed in modern organizations will help leaders manage their workforces in more effective ways.Keywords
Temporary Employees, Workplace Deviance, Organizational Commitment, Organizational Trust and Organizational FairnessReferences
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- Critical Factors in Human Resource Outsourcing
Abstract Views :963 |
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Authors
Affiliations
1 Independent Management Consultant 1876 Oak Bend Drive Rockwall, Texas 75087, US
2 Department of Marketing & Management Texas A&M University – Commerce Commerce, Texas, US
3 Department of Educational Leadership Texas A&M University – Commerce Commerce, Texas, US
1 Independent Management Consultant 1876 Oak Bend Drive Rockwall, Texas 75087, US
2 Department of Marketing & Management Texas A&M University – Commerce Commerce, Texas, US
3 Department of Educational Leadership Texas A&M University – Commerce Commerce, Texas, US
Source
Journal of Management Research, Vol 13, No 4 (2013), Pagination: 187-195Abstract
Outsourcing has infiltrated the world of human resource management in a major way. Over time the number of organizations skilled in performing specific human resource activities has grown to the point where there is now a general provider or a specialist provider organization that can perform almost any human resource management task or activity. This article aims to identify some of the key elements necessary for successful outsourcing. For outsourcing of human resource management activities to be truly effective, companies must understand what can be outsourced as well as what cannot be outsourced. This article presents a hierarchy that identifies the kinds of activities that lend themselves to outsourcing and then it identifies the characteristics that preclude certain functions from being outsourced. Successful outsourcing of human resource activities also demands that organizations know and understand the advantages and disadvantages of outsourcing. Another prerequisite for successful outsourcing is to understand what actions are necessary to create a successful ongoing relationship between the company doing the outsourcing and the subcontractor or outsourcing firm.Keywords
HR Outsourcing, Outsourcing Activities, Outsourcing Advantages, Outsourcing Disadvantages, Outsourcing RelationshipsReferences
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