Human Resource Management
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Employees' attitudes toward organizational change: A literature review Abstract Organizations are increasingly required to improve their ability to enhance employees' support or acceptance for change initiatives. In studies that have examined the conditions in which employees support organizational change, researchers have focused on various attitudinal constructs that represent employees' attitudes toward organizational change. The constructs, which frequently serve as key variables in these studies, include readiness for change, commitment to change, openness to change, and cynicism about organizational change. These constructs have distinct meanings and emphases and therefore they can provide us with different information regarding employees' evaluation of and concerns about particular change initiatives. In this literature review, the author discusses how the constructs are defined in the organizational change literature and synthesizes the antecedents of each construct. Based on the discussion, it is proposed that the constructs are susceptible to situational variables, and may change over time as individuals' experiences change; therefore, they are better conceptualized as states than as personality traits. ©2011 Wiley Periodicals, Inc.
Human Resource Management - Tập 50 Số 4 - Trang 479-500 - 2011
The Impact of Same‐Sex LMX Dyads on Performance Evaluations Abstract Numerous studies have found that supervisors rate women lower than men for similar levels of performance,
suggesting that for female employees, performance alone may not be able to guarantee fair ratings. What is not
clear is whether this disparity is a function of the gender composition of the supervisor–subordinate dyad
or simply a case of male supervisor rating behavior. Based on data from supervisor–subordinate dyads in four
organizations, we found that after controlling for performance, both male and female supervisors
exhibit a positive bias toward subordinates of the same sex and rate members of the same gender higher. ©
2001 John Wiley & Sons, Inc.
Human Resource Management - Tập 40 Số 4 - Trang 309-320 - 2001
Task interdependence and the discrimination of gay men and lesbians in the workplace Research on occupational segregation has found that gay men and lesbians concentrate in occupations with high task independence. This research proposed that gay men and lesbians self‐select into such occupations, as it may be easier to manage their sexual orientation if they do not interact closely with others. We provide a complementary explanation that the high concentration of gay men and lesbians in high‐task‐independent jobs may be due to bias during the selection stage. We conducted two studies to examine (a) whether discrimination at the point of hiring limits gay men and lesbians’ access to high‐task‐interdependent occupations, and (b) whether gay men and lesbians in task‐interdependent jobs are less likely to be invited to socialize by coworkers. We found that gay men and lesbians are discriminated against for task‐interdependent occupations by hiring personnel, but notably are more likely to be invited to socialize outside of work by coworkers if they are in task‐interdependent jobs. We discuss the implications of these findings for research and practice of occupational segregation of gay men and lesbians specifically and for other minority or stigmatized groups in general.
Human Resource Management - Tập 57 Số 6 - Trang 1385-1397 - 2018
Bias against overweight job applicants: Further explorations of when and why Abstract We investigated the impact of job candidate weight (average or overweight) on several job‐related ratings following a videotaped mock interview. In ad‐dition to weight, we manipulated the race of the applicant, level of job qual‐ifications, and type of job (e.g., public or private contact). We also measured the effect of rater race and negative affect on multiple work‐relevant ratings. Weight, applicant race, job qualifications, and job type each had a modest but significant impact on ratings of hireability, performance capacity, adapt‐ability, and interpersonal skills, in varying combinations. The implications of these results for practice and future research are provided. © 2007 Wiley Pe‐riodicals, Inc.
Human Resource Management - Tập 46 Số 2 - Trang 203-222 - 2007
Exploring Discrimination on the Basis of International Experience: The Colonial Mindset Bias in the Context Of Pakistan Abstract Discrimination in the labor market has historically been associated with gender, race, ethnicity, and age. This article introduces another basis of discrimination—international experience—which may exist in developing countries because of a colonial mindset. The research is an exploratory study, based on an analysis of in‐depth semistructured interviews with 8 HR managers, 19 employees with international experience, and 24 employees without international experience (N = 51) working in the oil and gas and telecom sectors of Pakistan. Results indicate some initial evidence of a bias, and hence discrimination during recruitment for entry‐level positions. Findings also indicate that international experience may contribute to enhanced employment opportunities, career progress, and higher compensation at senior‐level leadership positions, leaving those without such experience at a disadvantage. While in some cases international experience may be a genuine occupational requirement (GOR ), further research is needed to identify whether this is in fact a GOR for senior level positions in all types of organizations or indirect discrimination under the guise of GOR . Recommendations for HR managers and organizational leaders are also set out, which can be applied in practice to foster equality of opportunity in the workplace. © 2017 Wiley Periodicals, Inc.
Human Resource Management - Tập 57 Số 1 - Trang 211-233 - 2018
The glass ceiling in human resources: Exploring the link between women's representation in management and the practices of strategic human resource management and employee involvement Abstract Research on sex stereotypes suggests that gender bias is an invisible barrier—the so‐called glass ceiling—preventing women from breaking into the highest levels of management in business organizations. Using data from a state‐based professional HR organization, we investigated this phenomenon in the field of HR management. Building on the lack of fit model of gender discrimination and previous research, we tested two hypotheses: that women in HR are more likely to be concentrated in lower‐level managerial positions in organizations that emphasize employee involvement (because of a related emphasis on stereotypically feminine managerial abilities) and that women in HR also are more likely to be concentrated in lower‐level managerial positions in organizations that emphasize strategic human resource management (because of a related emphasis on stereotypically masculine characteristics). Our results support the first but not the second hypothesis. Theoretical and practical implications related to the glass ceiling are discussed. © 2008 Wiley Periodicals, Inc.
Human Resource Management - Tập 47 Số 3 - Trang 463-479 - 2008
Wage Differences Between Men and Women: Performance Appraisal Ratings vs. Salary Allocation as the Locus of Bias Abstract This article explores the nature and origins of wage differences between men and women in the context of a single large financial services organization. Data collected on 800 women and 1831 men showed that modest wage differences do exist and that they tend to be concentrated primarily in managerial levels. Two possible sources of bias in evaluation were assessed – performance appraisal ratings and the translation of performance appraisal ratings into salay. Our analyses showed that performance appraisal ratings, on average, do not differ between men and women at the same level; however, the relationship between performance appraisal ratings and salary was stronger for men then women, particularly at higher levels. This suggests that the salary allocation process, and not the performance appraisal process, may be the source of bias in large organizations.
Human Resource Management - Tập 26 Số 2 - Trang 157-168 - 1987
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