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HR Managers (hr + managers)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Survivor skills that can help HR managers survive and thrive

EMPLOYMENT RELATIONS TODAY, Issue 3 2005
Terry Welford
First page of article [source]

HR managers as toxin handlers: The buffering effect of formalizing toxin handling responsibilities

HUMAN RESOURCE MANAGEMENT, Issue 5 2009
Carol T. Kulik
Abstract Toxin handlers are organizational members who help colleagues manage negative emotions in the workplace. Although toxin handling activities help distressed employees remain productive, they put the toxin handler at risk of emotional exhaustion. In this research, more than 400 HR managers described their experience managing emotionally charged employee problems. We found that formalizing toxin handling responsibilities provided a buffering effect: HR managers whose organizations had made handling emotionally charged employee problems a formal part of HR responsibilities experienced lower levels of emotional exhaustion and perceived HR as more effective, even when they engaged in high levels of toxin handling. Formalizing toxin handling responsibilities may protect HR managers from harm and ensure that they maintain the toxin handling function in their organizations. © 2009 Wiley Periodicals, Inc. [source]

Human resource manager insights on creating and sustaining successful reduced-load work arrangements

HUMAN RESOURCE MANAGEMENT, Issue 4 2008
Alyssa Friede
Although human resource managers have critical insights into the successful implementation of reduced-load work arrangements, relatively few studies focus on their perspective. These arrangements are a growing work form for employees who choose to work less than full-time with a commensurate decrease in salary. Qualitative data analysis was used to identify key success factors noted in interviews with 52 HR managers in 39 companies. Individual employee characteristics (e.g., self-regulatory work habits) were viewed as most critical. Also important were the design of the arrangement (e.g., clarifying the arrangement in advance) and workgroup relationships (e.g., positive supervisor-employee relationships). We conclude with eight new takeaways for HR managers on how to create and sustain successful reduced-load work arrangements and directions for future research and practice. © 2008 Wiley Periodicals, Inc. [source]

Communicating the psychological contract: an employer perspective

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2002
David E. Guest
The concept of the psychological contract, with its focus on the exchange of perceived promises and commitments, is increasingly used as a framework to study the employment relationship. Yet research has predominantly focused on employee views and has largely neglected the organisational perspective and the management of the psychological contract. This article begins to redress the balance by reporting a study, based on a survey of 1,306 senior HR managers, that explores the management of the psychological contract and in particular the role of organisational communication. Three distinct and relevant aspects of organisational communication are identified, concerned with initial entry, day-to-day work and more future-oriented, top-down communication. Effective use of these forms of communication is associated with what managers judge to be a clearer and less frequently breached set of organisational promises and commitments, as well as with a fairer exchange and a more positive impact of policies and practices on employee attitudes and behaviour. The findings are discussed within the context of the wider literature on psychological contracts, organisational culture and HRM. The study confirms that the psychological contract offers managers a useful framework within which to consider and manage the employment relationship. [source]

Explaining employee turnover in an Asian context

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2001
Naresh Khatri
Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely-held belief in these countries is that employees have developed ,bad' attitudes due to the labour shortage. Employees are believed to job-hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job-hopping attitude were three main factors associated with turnover intention in Singapore companies. [source]

Narrating the Power of Non-Standard Employment: The Case of the Israeli Public Sector*

JOURNAL OF MANAGEMENT STUDIES, Issue 4 2005
Orly Benjamin
abstract Applying a critical discourse analysis approach, this study shows how the argument equating non-standard employment (NSE) with organizational efficiency gains dominance over the contesting argument that views NSE as reducing organizational efficiency. We interviewed 24 senior-level HR managers in the Israeli public sector, where NSE is used extensively, in order to shed light on the discursive order and the power struggle between these contesting arguments. Findings point to two story-lines that helped discredit the argument in which NSE reduces organizational efficiency: (1) a statement of loyalty to organizational efficiency, accompanied by a gesture of concern for employees in non-standard arrangements; and (2) subordinating an implied preference for eliminating NSE to organizational constraints. [source]

When Changing from Merit Pay to Variable/Bonus Pay: What Do Employees Want?

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2004
Jeremy B. Fox
ABSTRACT This study examines potential responses to a change in an employee reward system from permanent merit pay increases to one-time bonus payments. Removing long term risks associated with escalating pay is an increasingly common compensation strategy. Often overlooked, however, are employee perceptions of reward fairness under such conditions of change. Receiving lump sum payments in lieu of permanent merit pay increase may de-motivate employees. There has been little or no research conducted on this topic. In this study, using samples of practicing HR managers and university students, an equity questionnaire gathered data on the perceived equivalence between a permanent merit pay increase and what might be demanded by employees as a single payment in its replacement. An analysis of the data collected indicate an approximate 1:2 ratio is needed, such that a proposed lump-sum payment of $2400 would be perceived as a fair replacement for a permanent merit pay allocation of $1200 per year. Our research indicates that this 1:2 ratio holds for both high and low job satisfaction levels. [source]