Michael C. Campion

A High Performance Work Practices Taxonomy Integrating the Literature and Directing Future Research

High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems. To address these concerns we develop a comprehensive High Performance Work Practices (HPWPs) taxonomy. We analyzed 193 peer-reviewed articles published over the past 20 years (1992-2011). We classified 61 specific practices into nine categories. We analyze the usefulness of this taxonomy using frequency, time, and countries. Directions for future research are provided.

The State of Research on Situational Judgment Tests: A Content Analysis and Directions for Future Research

Situational judgment tests (SJTs) have become popular selection methods, with 59 empirical studies having been published since 1990. In contrast to prior narrative reviews or meta-analyses, this study develops (a) a comprehensive structure of SJT features, or “attributes,” (b) uses this structure to quantitatively and qualitatively summarize existing research in a content analysis, and then (c) uses the content analysis to generate directions for future research. The review is organized around a single question: What are the current practices in SJT research? Using this question as a foundation, we focus the content analysis on three significant theoretical and practical themes: (a) SJT development, scoring methods, and uses; (2) types of reliability estimates reported for SJTs, and (3) attributes that enhance or reduce internal consistency reliability.

Transactive memory systems in context: A meta-analytic examination of contextual factors in transactive memory systems development and team performance.

Research on transactive memory systems (TMS) has been conducted in a variety of teams, a range of task types and increasingly, in settings around the world. Despite this proliferation, there has been relative inattention to contextual factors that produce TMS and explain heterogeneity in the TMS to team performance relationship. TMS studies are typically conducted in homogeneous settings (i.e., teams located in a single country) and often with sources of potential variation (i.e., environmental volatility, leadership, team human capital, and diversity) in TMS development controlled. Collating these individual studies, we use meta-analytic techniques to illuminate key contextual factors that may shape TMS and influence the TMS-performance association. Using 76 empirical studies representing 6,869 sampling units, we find that the strength of the TMS to performance relationship varies, depending on features of the national cultural context—the impact of TMS is stronger in cultural contexts where power distance and in-group collectivism are higher. Our results also suggest that environmental volatility, leadership effectiveness, and team human capital are positively associated with TMS, and informational and gender diversity are negatively associated with TMS development. Our findings also indicate fruitful areas for future research specifically aimed toward disentangling the effects of environmental, team, and national cultural context on TMS and team performance.

A taxonomic foundation for evidence-based research on employee performance management

ABSTRACT This study presents a taxonomic foundation for research on employee performance management practices based on a comprehensive review of the literature (198 articles and book chapters). The taxonomy consists of 50 practices organized within seven topic categories, including an evaluation of the amount of research evidence supporting each practice. This taxonomic foundation facilitates the aggregation, integration, interpretation, and explanation of performance management research based on a role-theoretic perspective derived from the behavioural approach to strategic human resource management. The proposed direct-linkage path model shows how this taxonomic foundation ties performance management practices to behaviours and results. We build on this Practice – Behaviour – Results (PBR) critical path model with moderators and mediators based on cognitive and social factors identified in the extensive previous research. This PBR model provides a foundation for orderly and structured growth for future research that will enhance the connection between research and improved organizational practices in performance management, as well as a guide to best practices in performance management.

Using Recruitment Source Timing and Diagnosticity to Enhance Applicants' Occupation-Specific Human Capital.

This study proposes that reaching applicants through more diagnostic recruitment sources earlier in their educational development (e.g., in high school) can lead them to invest more in their occupation-specific human capital (OSHC), thereby making them higher quality candidates. Using a sample of 78,157 applicants applying for jobs within a desirable professional occupation in the public sector, results indicate that applicants who report hearing about the occupation earlier, and applicants who report hearing about the occupation through more diagnostic sources, have higher levels of OSHC upon application. Additionally, source timing and diagnosticity affect the likelihood of candidates applying for jobs symbolic of the occupation, selecting relevant majors, and attending educational institutions with top programs related to the occupation. These findings suggest a firm’s recruiting efforts may influence applicants’ OSHC investment strategies.

Best Practices in Incentive Compensation Bonus Administration Based on Research and Professional Advice

While many organizations use incentive compensation bonuses to motivate employees, they are not always fully effective. This is likely due to two important factors. First, similar to other organizational systems, incentive compensation administration is complex and needs to be adjusted to the organization. Second, organizations tend to employ incentive systems based on tradition rather than evidence-based recommendations. In this article, we present 44 best practices regarding the administration of incentive compensation bonus systems (e.g., strategy, criteria, implementation, etc.). These practices emerged from a comprehensive and systematic review of the scientific research and professional practices on incentive compensation. Our aim is to provide clear and concise suggestions for how organizations can improve their incentive compensation systems.