Jason D. Shaw

The relation between work-family balance and quality of life

Abstract We examined the relation between work–family balance and quality of life among professionals employed in public accounting. Three components of work–family balance were assessed: time balance (equal time devoted to work and family), involvement balance (equal involvement in work and family), and satisfaction balance (equal satisfaction with work and family). For individuals who invested substantial time in their combined work and family roles, those who spent more time on family than work experienced a higher quality of life than balanced individuals who, in turn, experienced a higher quality of life than those who spent more time on work than family. We observed similar findings for involvement and satisfaction. We identified the contributions of the study to the work–family balance literature and discussed the implications of the findings for future research.

An Organization-Level Analysis of Voluntary and Involuntary Turnover

Although there are many individual-level models of turnover, little research has examined the effects of human resource management practices on quit rates and discharge rates at the organizational level. This study used organization-level data from 227 organizations in the trucking industry to explore this issue. Results show that human resource management practices predict quit rates and discharge rates hut that the determinants of each are quite different. Implications are derived and directions for future research suggested.

Are Financial Incentives Related to Performance? A Meta-Analytic Review of Empirical Research

The relationship of financial incentives to performance quality and quantity is cumulated over 39 studies containing 47 relationships. Financial incentives were not related to performance quality but had a corrected correlation of.34 with performance quantity. Setting (laboratory, field, experimental simulation) and theoretical framework moderated the relationship, but task type did not.

The strategic management of people in work organizations: Review, synthesis, and extension

The strategic management of human resources (HR) has been one of the most rapidly growing areas of research within human resources. In the last decade, there have been numerous empirical examinations and theoretical treatments of the link between HR and firm performance. In this paper, we review this empirical and conceptual literature and highlight areas of agreement and those that need further development. We then begin the process of building a conceptual framework based on this review and the extensive employment systems literature. Using our framework, we then discuss several methodological concerns that must be addressed for continued substantive research to proceed. We conclude with our suggestions for future empirical and conceptual work.

Turnover, social capital losses, and performance

A theory of turnover, social capital losses, and store performance was developed and tested in 38 locations of a restaurant chain. We assessed the ability of social capital losses to predict varian...

Turnover rates and organizational performance: a meta-analysis.

The authors conducted a meta-analysis of the relationship between turnover rates and organizational performance to (a) determine the magnitude of the relationship; (b) test organization-, context-, and methods-related moderators of the relationship; and (c) suggest future directions for the turnover literature on the basis of the findings. The results from 300 total correlations (N = 309,245) and 110 independent correlations (N = 120,066) show that the relationship between total turnover rates and organizational performance is significant and negative (ρ = -.15). In addition, the relationship is more negative for voluntary (ρ = -.15) and reduction-in-force turnover (ρ = -.17) than for involuntary turnover (ρ = -.01). Moreover, the meta-analytic correlation differs significantly across several organization- and context-related factors (e.g., types of employment system, dimensions of organizational performance, region, and entity size). Finally, in sample-level regressions, the strength of the turnover rates-organizational performance relationship significantly varies across different average levels of total and voluntary turnover rates, which suggests a potential curvilinear relationship. The authors outline the practical magnitude of the findings and discuss implications for future organizational-level turnover research.

Strategic HRM in North America: looking to the future

Strategic human resources management (HRM) remains one of the most popular and rapidly growing areas of HRM research. In this article, we undertake a selective review of the strategic HRM literature with a particular emphasis on research from the North American context. After outlining the research landscape and areas of consensus and disagreement, we discuss several emerging issues that effective HRM systems must contend with in the future, including technological fluidity, workforce demographic changes and shifting worker values. With an eye toward future research opportunities, we also discuss the broadening of performance outcomes in strategic HRM research and highlight the importance of effectively managing HRM systems for multiple employee groups.

The Salieri Syndrome: Consequences of Envy in Groups

A model of the impact of envy in groups is proposed and tested in a longitudinal study of 143 groups. Envy was directly and negatively related to group performance. Moreover, envy indirectly influenced group performance, absenteeism, and group satisfaction by increasing social loafing and reducing both group potency and cohesion. This study provides an initial step in identifying the processes through which envy impacts group effectiveness. Implications are discussed and future research directions are identified.

A Contingency Model of Conflict and Team Effectiveness

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.

The Organizational Socialization Process: Review and Development of a Social Capital Model

The authors selectively review the literature on newcomer socialization in organizational settings and develop a social capital model of the organizational socialization process. The model highlights the roles of (1) socialization factors (i.e., organizational socialization tactics and newcomer proactivity) in facilitating newcomer accessibility to social capital, (2) effective mobilization of social capital for newcomer adjustment and subsequent career success, and (3) organizational insiders in facilitating newcomer adjustment. An agenda for future studies on socialization, social capital, and social networks is provided.