Matthew A. Rutherford

The Professionalization of Human Resource Management: Examining Undergraduate Curricula and the Influence of Professional Organizations:

This study explores the state of undergraduate human resource management (HRM) curricula worldwide in an effort to understand the extent to which there is an agreed-upon body of knowledge underpinning the field of HRM. We reviewed the undergraduate curricula for all business schools that were accredited by either the Association to Advance Collegiate Schools of Business or European Quality Improvement System in 2014-2015. Of the 281 HR programs that we identified, programs require an average of 3.4 HR classes. The most common required courses were Human Resource Management (239 schools), Compensation (or Compensation & Benefits; 123 schools), and Staffing (or Recruitment & Selection; 113 schools). Although we did find similarities between programs, we also find that there are significant differences in the required courses of HRM programs worldwide. We additionally examine institutional pressures from major professional HRM associations, and find evidence that these organizations do influence HRM curricula toward greater similarity. In particular, schools in regions with a major professional HRM organization are more similar than schools in other regions. Additionally, schools in the United States that are aligned with Society for Human Resource Management curriculum guidelines are more similar than schools that are not Society for Human Resource Management aligned.

Examining the association between government-sponsored product ratings and firm political participation

Purpose The purpose of this paper is to apply firm aspiration theory to explore how firms respond to government product ratings. Design/methodology/approach Longitudinal examination of nine automobile manufacturers during National Highway Traffic and Safety Administration crash tests in the USA. Findings Firms take specific external actions to influence the political mechanisms that support ranking schemes when product ratings are below those of rivals and when previously highly rated products decline. In addition, firms receiving rankings above those of their competitors are found to be less likely to take such action, even when their overall ratings declined. Similarly, firms seeing improvements in previously low-rated products will take fewer actions aimed at influencing the political mechanisms that support rating schemes. Originality/value The primary contribution of this research is in establishing when firm product ratings will result in actions to influence external ratings criteria. Previous research has shown that firms respond to organizational ratings by taking action aimed at improving subsequent performance. The current research builds on such work by applying aspiration theory in an effort to predict and explain when and why certain ratings will attract firm attention to the external mechanisms that support such ratings.

In Good Times but Not in Bad: The Role of Managerial Discretion in Moderating the Stakeholder Management and Financial Performance Relationship

We examine the role of managers in controlling the positive impact of stakeholder management (SM) on firm financial performance (FP) in the long term. We develop and test competing hypotheses on whether managers act as “good citizens” or engage in “self-dealing” when allowed greater discretion. We test our assertions using dynamic panel data analysis of a sample of 806 U.S. public firms operating in 34 industries over 5 years (2005–2009). Our results indicate a nuanced influence of managerial discretion contexts on the SM-FP relationship. We infer that given more latitude in decision making, as long as the “going is good” managers act as good citizens, but otherwise they revert to managerial self-dealing. In light of our results, firms designing governance mechanisms to encourage managers to balance the needs of both shareholders and stakeholders must remain cognizant of contextual contingencies.