Managers' justice perceptions of high potential identification practices
Tóm tắt
The purpose of the present study was to describe the high potential identification practices of Canadian organizations and to assess elements of these practices as they relate to managers' perceptions of organizational justice.
The study reviewed the literature on high potential identification practices and organizational justice to develop a survey for managers attending a leadership conference. Distributive and procedural justice was regressed against the elements of these programs (e.g. the extent of manager input into the program, the openness of communications) to determine the impact of program elements on justice outcomes.
The paper reveals that approximately one‐third (38 percent) of companies reported having a high potential identification program. High potential was most often defined in specific organizational terms based on competencies. Typically, information used to identify these individuals was based on: personal experience with the person, performance appraisals and past performance or results. Hierarchical linear modeling analyses (
This study is the first to empirically investigate the impact of high potential identification practices on managers' perceptions of organizational justice in North America. Manager's justice perceptions reflect an important criterion to evaluate high potential identification programs. The current study found that manager's perceptions of procedural justice were higher when they had more input into the development of the program, when the communication strategy was more open, and the program was evaluated. Despite these important elements, many organizations do not incorporate them into their programs, which have implications for their success.
Từ khóa
Tài liệu tham khảo
Ambrose, M.L. and Cropanzano, R. (2003), “A longitudinal analysis of organizational fairness: an examination of reactions to tenure and promotion decisions”, Journal of Applied Psychology, Vol. 88 No. 2, pp. 266‐75.
Beehr, T.A., Nair, V.N., Gudanowski, D.M. and Such, M. (2004), “Perceptions of reasons for promotion of self and others”, Human Relations, Vol. 57 No. 4, pp. 413‐38.
Britt, J. (2003), “It's time to get serious about succession planning”, HR Magazine, Vol. 48 No. 11, pp. 12‐13.
Brockner, J. and Wiesenfeld, B.M. (1996), “An integrative framework for explaining reactions to decisions: interactive effects of outcomes and procedures”, Psychological Bulletin, Vol. 120 No. 2, pp. 189‐208.
Brockner, J., DeWitt, R.L., Grover, S. and Reed, T. (1990), “When it is especially important to explain why: factors affecting the relationship between managers' explanations of a layoff and survivors' reactions to the layoff”, Journal of Experimental Social Psychology, Vol. 26 No. 5, pp. 389‐407.
Bryk, A.S. and Raudenbush, S.W. (1992), Hierarchical Linear Models: Applications and Data Analysis Methods, Sage Publications, Newbury Park, CA.
Bueno, C.M. and Tubbs, S.L. (2004), “Identifying global leadership competencies: an exploratory study”, Journal of American Academy of Business, Vol. 5 Nos 1/2, pp. 80‐7.
Byham, W.C., Smith, A.B. and Paese, M.J. (2002), Grow Your Own Leaders, Prentice‐Hall, Upper Saddle River, NJ.
Cacioppe, R. (1998), “An integrated model and approach for the design of effective leadership development programs”, Leadership & Organization Development Journal, Vol. 19 No. 1, pp. 44‐56.
Cohen‐Charash, Y. and Spector, P.E. (2001), “The role of justice in organizations: a meta‐analysis”, Organizational Behavior and Human Decision Processes, Vol. 86 No. 2, pp. 278‐321.
Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.O. and Ng, K.Y. (2001), “Justice at the millennium: a meta‐analytic review of 25 years of organizational justice research”, Journal of Applied Psychology, Vol. 86 No. 3, pp. 425‐45.
Corporate Leadership Council (2000), Toward Effective Management of High‐potential Employees, Corporate Executive Board, Washington, DC.
Corporate Leadership Council (2001), The Elements of Effective Leadership, Corporate Executive Board, Washington, DC.
Cropanzano, R. and Ambrose, M.L. (1996), “Procedural and distributive justice are more similar than you think: a monistic perspective and a research agenda”, paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, San Diego, CA, April.
Cropanzano, R. and Greenberg, J. (1997), “Process in organizational justice: tunnelling through the maze”, in Cooper, C.L. and Robertson, I.T. (Eds), International Review of Industrial and Organizational Psychology,Vol. 12, John Wiley & Sons, San Francisco, CA, pp. 317‐72.
Dohm, A. (2000), “Gauging the labor force effects of retiring baby‐boomers”, Monthly Labor Review, Vol. 123 No. 7, pp. 17‐25.
Ferris, G.R., Buckley, M.R. and Allen, G.M. (1992), “Promotion systems in organizations”, Human Resource Planning, Vol. 15 No. 3, pp. 47‐68.
Folger, R. (1977), “Distributive and procedural justice: combined impact of ‘voice’ and improvement on experienced inequity”, Journal of Personality and Social Psychology, Vol. 35 No. 2, pp. 108‐19.
Folger, R. and Konovsky, M.A. (1989), “Effects of procedural and distributive justice on reactions to pay raise decisions”, Academy of Management Journal, Vol. 32 No. 1, pp. 115‐30.
Gandz, J. and Murray, V.V. (1980), “The experience of workplace politics”, Academy of Management Journal, Vol. 23, pp. 237‐51.
Gauvin, J.J. (2000), “Canadian forces executive succession planning: a deliberate, career‐long process”, Canada National Defense College, available at: http://wps.cfc.forces.gc.ca/papers/nssc2/gauvin2.doc.
Gilliland, S.W. (1994), “Effects of procedural and distributive justice on reactions to a selection system”, Journal of Applied Psychology, Vol. 79 No. 5, pp. 691‐701.
Greenberg, J. (1986), “Determinants of perceived fairness of performance evaluations”, Journal of Vocational Behavior, Vol. 18, pp. 79‐81.
Greenberg, J. (1993), “Stealing in the name of justice: informational and interpersonal moderators of the theft reactions to underpayment inequity”, Organizational Behavior and Human Decision Processes, Vol. 54, pp. 81‐103.
Greenberg, J. (1994), “Using socially fair treatment to promote acceptance of a work site smoking ban”, Journal of Applied Psychology, Vol. 79 No. 2, pp. 288‐97.
Greenberg, J. and Folger, R. (1983), “Procedural justice, participation and the fair process effect in groups and organizations”, in Paulus, P.B. (Ed.), Basic Group Processes, Springer‐Verlag, New York, NY, pp. 235‐56.
Hall, D.T. (1986), “Dilemmas in linking succession planning to individual executive learning”, Human Resource Management, Vol. 25 No. 2, pp. 235‐65.
Hall, D.T. and Seibert, K. (1992), “Strategic management development: linking organizational strategy, succession planning and managerial learning”, in Montross, D.H. and Shinkman, C.J. (Eds), Career Development: Theory and Practice, Charles C. Thomas, Springfield, IL, pp. 255‐75.
Harlos, K.P. (2001), “When organizational voice systems fail: more on the deaf‐ear syndrome and frustration effects”, The Journal of Applied Behavioral Science, Vol. 37 No. 3, pp. 324‐42.
Hausdorf, P.A., Ong, P.Y., Rog, E. and Slan, R. (2005), “Understanding competencies: Implications for organizational practice and research”, Proceedings of a Symposium Presented at the 66th Annual Canadian Psychological Association Conference, June, Montreal, QC.
Howell, D.C. (1997), Statistical Methods for Psychology, 4th ed., Wadsworth Publishing, Pacific Grove, CA.
Human Resources Development Canada (2002), “Challenges of an aging workforce: an overview of the issue”, available at: www.hrsdc.gc.ca/en/lp/spila/wlb/pdf/overview‐aging‐workforce‐challenges‐en.pdf.
Johnston, M.W., Griffeth, R.W., Burton, S. and Carson, P.P. (1993), “An exploratory investigation into the relationships between promotion and turnover: a quasi‐experimental longitudinal study”, Journal of Management, Vol. 19 No. 1, pp. 33‐49.
Joy, V.L. and Witt, L.A. (1992), “Delay of gratification as a moderator of the procedural justice‐distributive justice relationship”, Group and Organization Management, Vol. 17 No. 3, pp. 297‐308.
Kalleberg, A.L. and Mastekaasa, A. (2001), “Satisfied movers, committed stayers”, Work and Occupations, Vol. 28 No. 2, pp. 183‐209.
Kaplan, D.M. and Ferris, G.R. (2001), “Fairness perceptions of employee promotion systems: a two‐study investigation of antecedents and mediators”, Journal of Applied Social Psychology, Vol. 31 No. 6, pp. 1204‐22.
Karaevli, A. and Hall, D.T. (2003), “Growing leaders for turbulent times: is succession planning up to the challenge?”, Organizational Dynamics, Vol. 32 No. 1, pp. 62‐79.
Kenny, D.A. and Judd, C.M. (1996), “A general procedure for the estimation of interdependence”, Psychological Bulletin, Vol. 119 No. 1, pp. 138‐48.
Kenny, D.A. and La Voie, L. (1985), “Separating individual and group effects”, Journal of Personality and Social Psychology, Vol. 48 No. 2, pp. 339‐48.
Korsgaard, M.A., Schweiger, D.M. and Sapienza, H.J. (1995), “Building commitment, attachment and trust in strategic decision‐making teams: the role of procedural justice”, Academy of Management Journal, Vol. 38 No. 1, pp. 60‐84.
Lam, S.S.K. and Schaubroeck, J. (2000), “The role of locus of control in reactions to being promoted and to being passed over: a quasi experiment”, Academy of Management Journal, Vol. 43 No. 1, pp. 66‐78.
Lambert, E. (2003), “The impact of organizational justice on correctional staff”, Journal of Criminal Justice, Vol. 31, pp. 155‐68.
Larsen, H.H., London, M., Weinstein, M. and Raghuram, S. (1998), “High‐flyer management‐development programs”, International Studies of Management and Organization, Vol. 28 No. 1, pp. 64‐90.
Leventhal, G.S. (1980), “What should be done with equity theory: new approaches to the study of fairness in social relationships”, in Gergen, K.J., Greenberg, M.S. and Willis, R.H. (Eds), Social Exchange: Advances in Theory and Research, Plenum Press, New York, NY, pp. 27‐55.
Lind, E.A., Kanfer, R. and Earley, P.C. (1990), “Voice, control and procedural justice: instrumental and noninstrumental concerns in fairness judgments”, Journal of Personality and Social Psychology, Vol. 59 No. 5, pp. 952‐9.
McCaul, M.W. Jr (1998), High Flyers: Developing the Next Generation of Leaders, Harvard Business School Press, Boston, MA.
McEnrue, M.P. (1989), “The perceived fairness of managerial promotion practices”, Human Relations, Vol. 42 No. 9, pp. 815‐27.
Masterson, S.S., Lewis, K., Goldman, B.M. and Taylor, M.S. (2000), “Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships”, Academy of Management Journal, Vol. 43 No. 4, pp. 738‐48.
Mercer HR (2004), “Talent management”, available at: www.mercerhr.com.
MICA Management Resources (2003), MICA Succession Planning, MICA Management Resources, Toronto.
Osborne, J.W. (2000), “Advantages of hierarchical linear modeling”, Practical Assessment, Research and Evaluation, Vol. 7 No. 1, available at: http://PAREonline.net/getvn.asp?v=7andn=1.
Pepermans, R., Vloeberghs, D. and Perkisas, B. (2003), “High potential identification policies: an empirical study among Belgian companies”, Journal of Management Development, Vol. 22 No. 8, pp. 660‐78.
Pfeffer, J. and Langton, N. (1993), “The effect of wage dispersion on satisfaction, productivity and working collaboratively: evidence from college and university faculty”, Administrative Science Quarterly, Vol. 38 No. 3, pp. 382‐407.
Potter, J. (2001), “Creating a passion for change – the art of intelligent leadership”, Industrial and Commercial Training, Vol. 33 No. 2, p. 54.
Principal's Report (2004), “Succession planning has changed – are you still prepared for tomorrow”, Principal's Report, Vol. 4 No. 2.
Raudenbush, S.W. and Bryk, A.S. (2002), Hierarchical Linear Models: Applications of Data Analysis and Methods, 2nd ed., Sage, Thousand Oaks, CA.
Robson, W.B.P. (2001), “Aging populations and the workforce: challenges for employers”, a study prepared for British North American Committee, available at: www.cdhowe.org/pdf/BNAC_Aging_Populations.pdf.
Schaubroeck, J., May, D.R. and Brown, F.W. (1994), “Procedural justice explanations and employee reactions to economic hardship: a field experiment”, Journal of Applied Psychology, Vol. 79 No. 3, pp. 455‐60.
Schwarzwald, J., Koslowky, M. and Shalit, B. (1992), “A field study of employees' attitudes and behaviours after promotion decisions”, Journal of Applied Psychology, Vol. 77 No. 4, pp. 511‐4.
Statistics Canada (2004), “Labour force characteristics by age and sex”, available at: www.statcan.ca/english/Pgdb/labor20b.htm.
Steeves, R. and Ross‐Denroche, B. (2003), “Using succession planning to transform organizations”, The Centre for Exceptional Leadership, available at: www.exceptionalleadership.com/pdfs/article1.pdf.
Tabachnick, B.G. and Fidell, L.S. (2001), Using Multivariate Statistics, 4th ed., Allyn & Bacon, Needham, MA.
Thibaut, J. and Walker, L. (1975), Procedural Justice: A Psychological Analysis, Erlbaum, Hillsdale, NJ.
Wells, S.J. (2003), “Who's next?”, HR Magazine, Vol. 48 No. 11, pp. 44‐54.
Westwood, G. (2004), “Continuity management a practical yet radical approach to succession planning that works”, paper presented at the 6th Annual Leadership Succession Management Conference, January, Toronto.
Williamson, L. (2003), “Tap into talent”, Human Resources, October, pp. 34‐9.
Willms, J.D. (1999), “Basic concepts in hierarchical linear modeling with applications for policy analysis”, in Cizek, G.J. (Ed.), Handbook of Educational Policy, Academic Press, New York, NY, pp. 473‐93.