Christopher M. Harris

Fairness in human resource management, social exchange relationships, and citizenship behavior: testing linkages of the target similarity model among nurses in the United States

The current study tests key linkages of the target similarity model by examining relationships among multifoci justice, social exchange, and supervisor ratings of employee citizenship behavior. We found support for the model when examining three different workplace targets simultaneously (i.e., the organization as a whole, supervisors, and workgroup members) using a sample of hospital nurses in the United States. Specifically, we found that: (1) employee perceptions of workgroup fairness, supervisor fairness, and organizational fairness differentially and positively predicted perceived workgroup support (PGS), perceived supervisor support (PSS), and perceived organizational support (POS), respectively and (2) PGS, PSS, and POS differentially and positively predicted citizenship behavior toward the workgroup, toward the supervisor, and toward the organization, respectively. Theoretical and practical implications for the strategic management of human resources are discussed, as are limitations of the study and suggestions for future research.

Talent and time together: The impact of human capital and overlapping tenure on unit performance

Purpose – This study aims to directly examine the relationships between various aspects of human capital and relationship stability (overlapping tenure) and team performance. Additionally, this study aims to contribute to strategic human resource management and human capital research by placing an emphasis on human resources (i.e. people) and their influence on performance.Design/methodology/approach – The direct and interaction effects of human capital and overlapping tenure on performance are examined with a sample of 230 National Collegiate Athletic Association (NCAA) mens basketball teams in the 2006‐2007 season. A third party measure of basketball players human capital is aggregated to the team level to examine its relationship with team performance. Additionally, the human capital of the head coach of each team and its relationship with team performance is examined. Relationship stability is assessed by measuring overlapping tenure, which is defined as the amount of time individuals have worked to...

Advancement along a career path: The influence of human capital and performance

Following the path metaphor of careers along with signalling and human capital theories, we examine important factors that predict individuals advancement in a career. With a unique sample of American football players, we tested the influence of individuals human capital on their performance, value and advancement along a career path. Our findings indicate that individuals human capital assessed in the first stage of the career path is positively related to individuals performance in the second stage of the career path and the value placed on individuals in the third stage of the career path. We also found that performance in the second stage mediated the relationship between human capital assessed in the first stage and the value placed on individuals in the third stage of the career path.

The effect of management and employee perspectives of high-performance work systems on employees’ discretionary behaviour

Purpose – The purpose of this paper is to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In addition, the paper examines to what extent the relationship between employees’ perception of the HPWS and discretionary behaviour varies among different organizations/groups. Design/methodology/approach – Two samples were used in the study. The first sample included data from 51 managers and 1,023 employees from 26 manufacturing companies. The second sample included 52 managers and 6,382 employees from 42 manufacturing companies. Findings – The study shows that employee rated HPWS mediates the relationship between management rated HPWS and individual-level discretionary behaviour. Moreover, results showed that the effect of employee rated HPWS on discretionary behaviour varies among different organizations/groups. Practical implications – Results show that employee perceptions of the HPWS more strongly predict employees’ discr...

The effects of internal and external sources of justice on employee turnover intention and organizational citizenship behavior toward clients and workgroup members

Abstract Organizational justice research tends to focus on the effects of fair treatment from organizations or supervisors on employee attitudes and behaviors. Thus, there is a dearth of research on the effects of fair treatment attributable to other parties that employees interact with at work such as coworkers and clients. Controlling for organization-focused and supervisor-focused justice, results from our field study of employees working in a healthcare organization demonstrate that perceptions of client-focused fairness uniquely predicts supervisor ratings of employees organizational citizenship behavior toward clients and that perceptions of workgroup-focused justice uniquely predicts organizational citizenship behavior toward workgroups. Further, we find that client-focused justice perceptions uniquely predict employee turnover intention.

Interns’ perceptions of HR practices and their influence on fit and intentions to join

Abstract This study examines interns’ perceptions of HR practices and their influence on person–organization fit, person–job fit, and intentions to join the organization. The hypotheses are developed with signaling theory and attraction, selection, attrition (ASA) theory. Utilizing a time lagged study design of 71 interns employed in a United States based service firm, we found positive perceptions of HR practices rated early in the internship were related to increased person–organization fit, person–job fit, and intentions to join the organization at the end of the internship. Our findings also showed that person–organization fit and person–job fit fully mediated the relationship between HR practices and intentions to join the organization.