James W. Thacker

The availability of personal and external coping resources: their impact on job stress and employee attitudes during organizational restructuring

Abstract This study examines the relationships among personal coping resources, social support, external coping resources, job stressors and job strains in a sample of 110 American Telephone and Telegraph employees undergoing a major organizational restructuring. The study expanded on a model suggested by Ashford (1988) by defining another category of coping resources that employees may draw upon to deal with the stressors and strains which occur during major organizational changes. External coping resources were defined as those which provided employees with a sense of ‘vicarious control’ in stressful situations. Results indicated that personal coping resources, social support and external coping resources had a direct effect upon job stressor and strain levels. No ‘buffering’ effect of these coplng resources was found. Hierarchical regression analyses indicated that external coping resources added to the prediction of job stressors and strains even when pertonal coping resources and social support were ...

Training evaluation: perspectives and evidence from Canada

This article examines the issue of training evaluation in Can-ada; the difference between what academics have suggested should be done, and what practitioners are actually doing. This article first presents the academic perspective of training evaluation. Then, through a survey, determines how Canadian organisations are evaluating their training programmes, at both the management and non-management level. The practitioner perspective is presented as a supporting rationale for the survey results. The article provides insight as to how a dialogue between practitioners and academics could lead to more effective and meaningful research and practice.

Performance, HR Practices and the HR Manager in Small Entrepreneurial Firms

Abstract Research indicating a positive relationship between effective Human Resource (HR) activities (high-performance work systems [HPWS]) and performance has focused primarily on large organizations. The present study provides evidence that the relationship also holds for small firms. As well, the presence of an HR manager is related to having HPWS. However, the effects of firm size on the presence of an HR manager, the incidence of HPWS, and on organizational performance were insignificant. Differences between our findings and similar research are also discussed.

Union commitment and membership support for political action: An exploratory analysis

Union political activity has always been controversial, even among union members. Research has shown that a sizable minority of union members question the propriety of union political involvement and disagree with union leaders on public policy issues. It has also shown, however, that union members’ commitment to the union may be positively associated with members’ political support. This study extends this research by statistically estimating the relationship between union commitment and members’ support for their national union’s political involvement. Based on the questionnaire responses of several hundred local union members, the findings support a positive relationship between union commitment and political support.

Having a Human Resource Manager in a Canadian Small Business: What Difference Does It Make?

Abstract This study examined the influence of having a human resource (HR) manager in a small organization (less than 500 employees) in terms of the types of HR practices that are employed. Results indicated those organizations with no HR manager were less likely to utilize effective interviewing techniques, link pay to performance, or have formal training in place, when compared to those that did have an HR manager. There were no differences between the groups in terms of use of paper and pencil or behavioural testing for selection. Implications of these findings for small organizations and future research in this area are discussed.

JOB RELATED ATTITUDES OF PART‐TIME AND FULL‐TIME WORKERS: A QUASIEXPERIMENTAL STUDY

An investigation of the attitudinal differences between employees performing part‐time and full‐time work is reported. The study was designed specifically to control for the influence of extraneous factors such as job type. In contrast with earlier research the part‐time employees studied had positive feelings about their jobs – this may relate to the nature of the work involved in this case.

CONTINGENT LABOR STRATEGIES, HIHRS, AND HR OUTCOMES FOR FULL TIME EMPLOYEES: A FIRM-LEVEL ANALYSIS.

Using firm-level data from 131 firms, this study examines the effects of two contingent labor strategies on firm performance in terms of full time employee absenteeism and turnover (i.e., HR outcomes for full time employees at the firm level). Results indicate that employing a strategy of using contingent labor to reduce labor costs is negatively associated with HR outcomes for full time employees at the firm level -- i.e., associated with inferior firm performance in terms of full time employee absenteeism and turnover. In addition, high investment HR systems (HIHRS) and employing a strategy of using contingent labor to enhance employment stability for full time employees are complements in terms of their effects on HR outcomes of full time employees at the firm level. Limitations and implications for future research are discussed.

The steward: destroying the myth

This paper examines the accuracy of a widely‐held belief (or myth) that union stewards have particularly negative attitudes toward their employing organization. A large sample of rank and file employees and elected union officials served as participants in the present investigation. Data were collected via questionnaires that measured several relevant company‐related attitudes (job satisfaction, organizational commitment) and union‐related attitudes (loyalty to the union, and responsibility to the union). Results indicated that union officials scored significantly higher than the general membership with respect to the union‐related variables. There were, however, no differences with respect to the company‐related variables. Union officials and the general membership were equally committed to their employing organization and equally satisfied with their jobs. This study provides evidence that the myth about union officials is just that, a myth, and is not empirically grounded.

Acceptable Adverse Impact of Selection Procedures in Organisations

Evidence exists which suggests that organisations may have misinterpreted the intent and letter of the current US law in personnel selection. The flawed response that many organisations have taken as a result of this misinterpretation is described. While “unfair discrimination” is reprehensible, data and logic are presented which suggest that adverse impact in selection can be both acceptable and necessary in a responsible organisation.