Janice S. Miller

Marginal Mentoring: The Effects Of Type Of Mentor, Quality Of Relationship, And Program Design On Work And Career Attitudes

Employing a national sample of 1,162 employees, the authors examined the relationship between job and career attitudes and the presence of a mentor, the mentors type (formal or informal), the qual...

THE FIT BETWEEN CEO COMPENSATION DESIGN AND FIRM RISK

We examined the effects of unsystematic and systematic firm risk on CEO compensation risk bearing and total pay. Both the proportion of variable pay in CEO pay packages and their magnitude are curvilinearly related to unsystematic firm risk—that is, they are highest under conditions of moderate firm-specific risk. Our results are consistent with agency theory predictions that both performance-contingent pay and the greater earnings potential associated with that form of pay are highest when an agent has greater control over performance outcomes.

Heterosexism in the Workplace: Do Race And Gender Matter?

This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.

Problem-Based Learning in Organizational Behavior Class: Solving Students’ Real Problems

This article describes a problem-based learning (PBL) project that incorporates active learning into an organizational behavior (OB) course. It describes a six-step process for designing a course around problems that students identify in their work, school, or personal lives. In addition to researching an OB concept to address their problem, students develop a solution plan, carry out objective measurement of results, and engage in structured reflection on project completion. The article suggests some ways to adapt PBL for classes of different sizes or duration and offers some advice to faculty regarding how to structure the project for best results.

Implications of situational constraints on performance evaluation and performance management

Abstract Situational constraints and facilitators have not been adequately considered in the area of performance appraisal. In this article we examine the influence of situational constraints on observed performance levels and the performance evaluation process, including scale design, cognitive processing and rater training. In addition, implications of situational constraints for performance management and performance appraisal interviews are considered. We conclude that situational constraints have the potential to exert a significant influence on the performance evaluation process and should be more vigorously examined in future research.

5. Technology: Implications for HRM

Technology has had a dramatic impact on organizational environments. The changes necessitate that Human Resource Management (HRM) take aggressive steps to adapt and to add value to organizations. This chapter focuses on implications for HRM, particularly in the areas of job analysis, selection, and performance management. Directions for both research and practice are discussed.

You be the Board Member: an Exercise in Setting Executive Pay

This exercise requires students to work in small teams to determine executive pay for an actual CEO. The exercise illustrates several relevant theories of executive compensation, and may comprise one 75-minute class session or be divided into two parts.

Employee social cognition and performance evaluation process reactions

Purpose – The paper uses social cognitive theory to explore reactions to performance evaluation processes as situated cognitions by examining the relationship between key elements of employees’ schemas about an organizational environment, preparation for evaluation, and these reactions. The paper aims to discuss these issues. Design/methodology/approach – Survey of 260 employees of eight organizations in a Midwestern US city. Findings – Job resource adequacy, communication adequacy, coworker relationships, and preparation time are significantly and positively associated with employee reactions to performance evaluation processes. Preparation time moderates the association between organizational context and employee reactions. Research limitations/implications – A social cognitive perspective on performance evaluation broadens the scope of extant research. This study is limited by cross-sectional design but opens the door to future experimental and longitudinal research. Practical implications – Performanc...

Managing age diversity for customer service success in sports organisations

Global demographic shifts give rise to an aging workforce, yet social barriers hinder employment and effective management of older workers. Sports organisations in particular would benefit from age diversity and inclusive cultures, as older workers who identify with organisational values are well-suited for interacting successfully with customers. From a survey of front-line service employees in five US Major League Baseball (MLB) clubs, we found significant relationships found between aging, organisational identification, and customer service. We offer explanations why older employees choose to work for sports organisations and discuss ideas for building cultural diversity and customer relationships through a mixed-age workforce.