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Hierarchical Position (hierarchical + position)
Selected AbstractsSocialism and Intrafirm Asset AllocationEUROPEAN FINANCIAL MANAGEMENT, Issue 2 2005Petra Joerg G31; L22; M14 Abstract We rely on a survey of Swiss firms to document deviation from first-best for reasons of internal ,fairness' when allocating resources. This ,socialist' practice is more widespread in smaller than in larger firms. It ignores the reputation and past performance of the managers who apply for funding, but takes into account their hierarchical position and their past use of resources. Socialism is only partially explained by concerns about empire building and managerial optimism, and it is not meant to benefit shareholders. [source] Relations between characteristics of workplace practices and types of informal work-related learning: A survey study among Dutch PoliceHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2008Anja J. Doornbos Some organizations seek to promote informal work-related learning to stimulate organizational performance. This study focuses on six types of work-related learning in relation to personal, relational, and work characteristics of the workplace practice. A survey was conducted to identify types and levels of work-related learning for executive Dutch police officers in terms of intentionality, developmental relatedness, and interaction partner's professional practice and hierarchical position. Analysis of the data found that police officers frequently learn from their peers and together. They learn from new and less-experienced colleagues infrequently. Of the nine characteristics of workplace practices researched in this study, some seemed to individually facilitate work-related learning; in particular, the individual's value of workrelated learning, possibilities for collegial feedback, and a relatively high level of work pressure seemed to stimulate informal work-related learning. Implications of the findings for HRD research and practice are discussed. [source] Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2006Jerry Bryan Fuller Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy-related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change-oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy-related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio-structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright © 2006 John Wiley & Sons, Ltd. [source] Compensation Dispersion Between and Within Hierarchical LevelsJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 1 2007Pedro Ortín-Ángel This paper studies the dispersion around the expected compensation of workers before and after controlling for hierarchical positions in cross-section data samples. From data for Spanish managers, we find that this dispersion decreases with education and work experience before entering the current job and increases with job tenure. This finding contrasts with previous research that finds a positive association between compensation dispersion and education and work experience. We explain the new finding through a model of learning that separates compensation dispersion between jobs and within jobs (hierarchical positions). The model takes advantage of the information revealed when workers are promoted to their current hierarchical positions and allows for more robust tests of learning theories. [source] | ||||||||||