Retail Organization (retail + organization)

Distribution by Scientific Domains


Selected Abstracts


Relationships among developmental competency measures and objective work outcomes in a New Zealand retail context

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2010
Duncan J. R. Jackson
Competencies represent an important and popular topic in human resource development. Despite this popularity, a divide exists between practitioner approaches to developmental competency measures and the empirical scrutiny of such approaches. However, the scarce empirical studies on competency measures have begun to bridge this gap. In the present study, behavioral competency ratings and objective outcome measures were collected from 118 entry-level employees in a retail organization in New Zealand. A correlational design was applied to data in this study and, with the use of canonical correlation analyses, meaningful relationships were observed among competency measures and objective work outcomes. Such relationships are presented as being practically useful when making decisions about weighting certain competencies over others for developmental purposes. [source]


Measuring Counterproductivity: Development and Initial Validation of a German Self-Report Questionnaire

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 1-2 2002
Bernd Marcus
This article describes the development and initial construct validation of a comprehensive self-report measure of workplace counterproductivity. The instrument contains subscales for different targets of counterproductivity (organizational and interpersonal deviance, Robinson and Bennett 1995) as well as for different forms of manifestation (absenteeism, substance use, aggression, and theft, respectively) An empirical study (N = 174), conducted in one manufacturing and one retail organization, confirmed the intended internal structure by means of confirmatory factor analysis. Counterproductivity may best be described as a higher-order behavioural construct loading on subdimensions carrying unique variance. In addition, an examination of outside variables showed that the best predictor of counterproductivity was self-control, followed by integrity, whereas cognitive ability was largely unrelated to the construct. The opposite pattern of correlations occurred for productive performance behaviours, indicating that counterproductivity is a unique construct within the performance domain. Differences and similarities between the present measure and a recent independent development by Bennett and Robinson (2000) are discussed, along with conclusions for future research on the topic. [source]


RACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY?

PERSONNEL PSYCHOLOGY, Issue 1 2007
PATRICK F. McKAY
Given considerable racial differences in voluntary turnover (Bureau of Labor Statistics, 2006, Table 28), the present study examined the influence of diversity climate perceptions on turnover intentions among managerial employees in a national retail organization. The authors hypothesized that pro-diversity work climate perceptions would correlate most negatively with turnover intentions among Blacks, followed in order of strength by Hispanics and Whites (Hypothesis 1), and that organizational commitment would mediate these interactive effects of race and diversity climate perceptions on turnover intentions (Hypothesis 2). Results from a sample of 5,370 managers partially supported both hypotheses, as findings were strongest among Blacks. Contrary to the hypotheses, however, White men and women exhibited slightly stronger effects than Hispanic personnel. [source]


EMPLOYEES THAT THINK AND ACT LIKE OWNERS: EFFECTS OF OWNERSHIP BELIEFS AND BEHAVIORS ON ORGANIZATIONAL EFFECTIVENESS

PERSONNEL PSYCHOLOGY, Issue 4 2003
STEPHEN H. WAGNER
A model of the psychological experience of employee ownership in work groups was developed to investigate antecedents (participation in a 401 (k) program and a climate of self-determination) and consequences (employee attitudes and financial performance) of psychological ownership. Based on data from a large retail organization, results showed that working in a climate supporting self-determination and 401(k) participation were positively related to the level of ownership beliefs in the 204 work groups studied. Ownership beliefs were positively related to ownership behaviors and employees' attitudes toward the organization, whereas ownership behaviors were positively related to financial performance. Implications of psychological ownership for organizational behavior and performance are discussed. [source]


Hold the Line: An Examination of Line vs.

HUMAN RESOURCE MANAGEMENT, Issue 1 2001
Staff Differences
Despite common perceptions about the differences between line and staff personnel, few studies have provided answers as to which group is more effective. This study explores in detail key differences in managerial strengths between 46 line managers and 52 staff professionals in one of the fastest growing, highly service-oriented retail organizations in the United States. Using behavioral data from a developmental multirater feedback effort, results suggest that staff personnel were more modest and accurate in their self-assessments, while line managers were more service-oriented but significantly weaker at relationships, openness to new ideas, demonstrating respect, and adaptability to change. © 2001 John Wiley & Sons, Inc. [source]