Jean M. Phillips

Role of Goal Orientation, Ability, Need for Achievement, and Locus of Control in the Self-Efficacy and Goal-Setting Process

This study integrates ability, goal setting, self-efficacy, and multiple personality traits into a common framework that explains and predicts individual performance. A mediational model was tested using LISREL 8. Ability, learning goal orientation, and locus of control were positively related to self-efficacy, whereas performance goal orientation was negatively related to self-efficacy on an academic task. Self-efficacy and need for achievement were positively related to goal level, which was positively related to performance in combination with ability and self-efficacy. In addition to showing that personality traits can influence the motivational process at various stages, the results highlight the unique contributions of self-efficacy and goal level to the motivational process after the effects of ability and other individual differences have been identified.

Effects of Realistic Job Previews on Multiple Organizational Outcomes: A Meta-Analysis

Through a quantitative meta-analysis of 40 studies of realistic job previews (RJPs), 26 of which were published, the effects of RJPs on attrition from the job recruitment process, the level and acc...

An application of self-assessment realistic job previews to expatriate assignments

Abstract Using a true experimental design in a field setting, the influence of a self-assessment realistic job preview (RJP) was examined in the context of expatriate candidates’ decision-making process in a multinational company. Compared to the control group, participants receiving the RJP reported greater self-efficacy for success on a global assignment and also reported a higher perceived ability to make an informed decision as to whether to accept a global assignment. Interest in a future global assignment was not affected by the self-assessment.

Fairness reactions to personnel selection techniques in Singapore and the United States

This study investigates reactions to personnel selection techniques from the perspectives of working adults in the United States and Singapore, and provides a comparison of the two samples. Differences in the cultural values of the two countries are used to generate hypotheses. Working adults in Singapore (N = 158) and the United States (N = 108) rated the process favourability of eleven selection procedures and then indicated the bases for their reactions on seven procedural dimensions. Implications for selection in Singapore, the United States and in international contexts are discussed.

Antecedents and Consequences of Procedural Justice Perceptions in Hierarchical Decision-Making Teams

A model is presented that posits positive and independent effects for process control and decision control on procedural justice perceptions in hierarchical decision-making teams with distributed expertise. It is proposed that procedural justice perceptions will be positively related to staff member self-efficacy and satisfaction with the leader, which will be negatively related to task withdrawal. A laboratory experiment was conducted with 126 participants performing a computerized decision-making task in 42 teams. Each team consisted of a leader in addition to 3 participants performing as subordinates. Path analysis results support the proposed model. Implications for applying justice theory to team effectiveness and leadership are discussed.

A Multilevel Application of Learning and Performance Orientations to Individual, Group, and Organizational Outcomes

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.

Collectivism and goal orientation as mediators of the effect of national identity on merit pay decisions.

Individual learning and performance goal orientations and collectivism are investigated as mediators of the relationship between national identity and merit pay allocation decisions. In a scenario-based study, a total of 563 English-speaking participants (168 United States, 212 Singaporeans and 192 Indonesians) completed questionnaires and allocated merit pay bonuses ranging from 0 to 20 per cent of base pay to four hypothetical high- and low-performing employees. General linear modelling was used to test the proposed mediational model. Results demonstrate that the effects of national identity on merit pay allocations are at least partially mediated by individual collectivism and goal orientations. Findings highlight the need for multinational organizations to be sensitive to differences in the orientations and values of employees across countries and to be cognizant of their role in merit pay decision making.

Multilevel and strategic recruiting: : Where have we been, where can we go from here?

Recruiting influences employees’ motivation, performance, and retention. Because an organization’s talent influences its capabilities, strategic execution, and competitive advantage, recruiting is a foundation of organizational performance. Strategic recruitment refers to recruitment practices that are connected across levels of analysis and aligned with the goals, strategies, context, and characteristics of the organization. It differs from traditional recruitment perspectives by explicitly connecting firm strategy and context to recruitment practices and activities within that firm. Strategic recruitment lies at the nexus of four important topics: resource-based theory, strategic human resource management, human capital, and levels of analysis. In this review, we first define strategic recruitment and explain its importance. Next, we briefly review why strategic recruitment is a critical yet underexplored area of research despite decades of research on strategic human resource management in general and recruitment in particular. Finally, we introduce a model that advances our understanding of strategic recruitment. We introduce two new concepts, horizontal strategic recruitment and vertical strategic recruitment, which connect to the ideas of horizontal and vertical alignment in the strategic human resource management literature but focus explicitly on the notion of strategic recruitment. This model highlights a variety of opportunities for future recruitment research relevant to resource-based theory, strategic human resource management, human capital, and levels of analysis.

A vision of international HRM research

Abstract This editorial was written as a vision of IHRM research, to be both thought-provoking and to start a conversation that can continue to move the field forward. Starting with a brief outline of the field, the editorial emphasizes distinct research route trajectories charting the landscape and anatomy of HRM in an international context, focusing on HRM in multinational corporations (MNCs) as well as Comparative HRM and the related, but distinct, cross-cultural management thread. Additionally, the editorial accentuates the importance of context in IHRM research, explaining the resultant debate on adopting a universalist vs. a contextual paradigm. The editorial presents a future agenda for IHRM research, focusing on challenges of research sampling, appropriate methodologies, social impact and interdisciplinary research. Finally, the editorial introduces four featured articles from the 2nd Global Conference on IHRM. Each article represents an interesting take on comparative HRM and/or strategic IHRM in MNCs. The studies are clear examples of how context can be used to explain the phenomena being studied.

Leadership Since 1975: Advancement or Inertia?

This paper discusses advancements in three areas of leadership theorizing (trait, situational, and situational contingency approaches) since 1975, and identifies several major approaches to leadership that have emerged in the last two decades. An integrative framework is presented to compare the primary focus of leadership theories from 1975 to the primary focus of current leadership theories. The question of whether the conclusions of a review of the leadership literature done in 1975 would still hold today is also examined.