Charles D. Stevens

Are women “better” than men?

Using data from 1,080 study participants, this study simulates a hiring scenario in which personality measures are used to screen candidates for a hypothetical expatriate (expat) position. On the basis of recent research indicating that selected “big five” personality variables are related to expat assignment success, an expatriate composite score was computed‐based on NEO personality inventory and Hogan personality inventory scale scores. Across these two personality instruments, four samples, and eight selection ratios, a greater proportion of women versus men are consistently “selected”. Statistical tests confirm that the use of personality criteria results in gender being significantly associated with selection outcomes. These results are consistent with arguments that women are dispositionally advantaged with respect to international assignments. These findings contrast sharply with extant evidence indicating that women hold relatively few expat positions.

Does Personality Predict Preferred Managerial Style? Evidence from New Zealand and the United States

In contrast with more traditional command and control organizations, recent years have witnessed a trend toward more participative managerial structures, where direct supervision is de-emphasized and front-line workers plan and think for themselves. As suggested by the person-organization fit literature, research is needed which identifies individuals whose characteristics represent a good match with alternative manager-subordinate relationship structures. This study investigates whether differences in personality are systematically associated with preferences for first-line management jobs requiring alternative supervisory approaches. Using participants drawn from New Zealand and the United States (n = 200), results generally indicate that individuals who prefer more participative managerial styles also exhibit higher levels of agreeableness and openness to experience. Two components of extraversion (sociability and ambition), display significant and opposing relationships with preferences for more parti...

Sign This Agreement Not to Compete or You're Fired! Noncompete Agreements and the Public Policy Exception to Employment at Will

A California jury recently awarded an employee who was fired for refusing to sign a noncompete agreement

HR in collaborative innovation with customers: role, alignment and challenges

1.2 million in damages for wrongful discharge. Whether employees have a right to refuse to sign unenforceable noncompete agreements is an emerging employment law issue. This article considers whether a wrongful discharge remedy is available in such cases under the public policy exception to the employment-at-will doctrine. State court decisions addressing the question are conflicting. Some courts have allowed employers to discharge employees who refuse to sign a noncompete agreement even if the agreement is unreasonable. Other courts have recognized a claim for damages under the public policy exception. This article explores the issue from policy and managerial perspectives, critically analyzing the policy justifications advanced by the courts in those decisions, and comments on the liability risks to employers and the proper resolution of the issue.

Selecting Employees for Fit: Personality and Preferred Managerial Style

Companies are engaging in collaborative innovation with their customers (CIC), but there has been no comprehensive discussion of the role of human resources (HR) in such initiatives or the challenges involved. We begin with a brief overview of CIC and the challenges for HR and then draw on different streams of research to develop a conceptual framework for the alignment of HR with CIC strategies. Theoretical foundations for the components of the framework are integrated with the discussions of its various components. We begin with a review of staffing and development practices focused on collaboration and relationship skills, as well as creativity, and collaborative- and commitment-oriented HR systems. We then discuss how HR deployment, performance management, control practices and contextual factors potentially affect the relationship between antecedent HR practices and the collaborative and innovative behaviors needed for CIC. Several challenges in aligning HR practices with CIC are explored, such as the limited supply of research talent inclined toward CIC, skills for collecting tacit knowledge, performance assessment and risk-related career implications. Other broader challenges are discussed, such as deployment, preserving internal innovation capabilities and controlling confidential information. Suggestions for overcoming challenges for HR in CIC are discussed and ideas for future research are provided.