Paul Toulson

Generational cohorts’ expectations in the workplace: A study of New Zealanders

It has been suggested in the media and popular press that there are differences between the generational cohorts (Veterans, Baby Boomers, Generation × and Generation Y) and that organisations need to manage people from each cohort differently. However, the evidence is largely anecdotal. This study investigates whether the popular characterisations of generational cohorts are valid, using qualitative and linear discriminant analysis. 164 participants completed a 69-item questionnaire developed from an independent sample of 64 repertory-grid interviews in which interviewees described their ideal job. More similarities than differences were found: only 8 of the 69 constructs provided a reasonable level of discrimination between generational cohorts. Our results challenge the popular depictions of generational cohorts.

Move it or lose it: an examination of the evolving role of the human resource professional in New Zealand

What is the current state of play of human resource management in New Zealand? Nearly a decade has passed since the last survey of the human resource profession. This paper presents the results of a recent survey - providing a snapshot of contemporary human resource management which profiles the human resource practitioners, the organizations for which they work and the role they fulfil. It is clear that the role of the human resource function in New Zealand organizations has changed dramatically. Further, respondents to this survey believe that the human resource function will continue to encounter significant changes into the millennium. This raises questions as to whether human resource practitioners are equipped to meet the challenges posed by the continuing evolution of the human resource role. If the human resource management profession ignores these changes, or fails to adapt to them, it does so at its peril.

Knowledge Sharing Success for Sustaining Organizational Competitive Advantage

Abstract The knowledge-based view of organisational behaviour emphasizes the importance of knowledge for organizations to retain their competitive advantage. Thus, the success of knowledge sharing is vital because, if successful, it results in shared intellectual capital. Knowledge sharing success, to a great extent, lies in the employees’ capability to share knowledge. It is important that this knowledge sharing capability is translated into success through appropriate HRM practices. Knowledge sharing capability is therefore an important factor to consider when designing human resource management (HRM) practices that help to facilitate successful knowledge sharing behaviours among employees. 270 knowledge workers of knowledge-based organisations were surveyed about their perceptions of knowledge sharing capability, and knowledge sharing success. Our study confirms that knowledge sharing capability is important for knowledge sharing success, suggesting its significant role in the design of knowledge-driven HRM practices. This has important implications for HRM delivery in Malaysian and global knowledge based organisations, as the lack of employees sharing capability on the success of knowledge sharing may lead to an inability of the organization to remain competitive. Implications for HRM practices and future research directions are discussed in detail.

New Zealand Personnel Consultants and the Selection Process

This study is based on a survey of 27 selection methods used by New Zealand personnel consultants in managerial selection. The results are consistent with those of other studies in personnel selection, which suggest that personnel consultants (like many personnel managers) do not always have an accurate perception of the validity of selection methods and frequently use selection methods with low levels of validity. The results of this study showed a small positive relationship between reported and perceived validities. As expected, the relationship between perceived validity and frequency of use was much stronger and was statistically significant. Yet on a method-by-method basis, only half were significant. A quite disturbing result was the strong negative and statistically significant correlation between use and perceived validity for only the most frequently used selection methods. Of the most frequently used selection methods, those with high reported validities are used relatively infrequently, while those methods with lower validities are used more frequently. Thus, when some personnel consultants are selecting managers for clients, they are regularly using selection methods which are of little or no value.

Employees as performers in knowledge intensive firms: role of knowledge sharing

Purpose - – The purpose of this paper is to investigate the effect of specific human resource management (HRM) practices on knowledge sharing behaviour among employees of knowledge intensive firms (KIFs). Design/methodology/approach - – Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional data set comes from a sample of 390 employees of 19 KIFs. Confirmatory factor analyses were employed to evaluate the reliability and validity of the measurement model and the research model was tested using structural equation modelling. Findings - – The results suggest that collaborative HRM practices have a direct positive effect on employees’ knowledge sharing behaviour. Surprisingly, the authors find that employees’ knowledge sharing behaviour is independent of reward systems and employees’ recognition. The authors suggest that organisational learning environments based on collaborative HRM practices can help employees’ knowledge sharing behaviour and improve the capability of both individual and organisational capability. Research limitations/implications - – Knowledge-sharing behaviour is examined using specific HRM practices. Findings should be confirmed using a larger sample, as well as through longitudinal study. Practical implications - – This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context. Originality/value - – This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South-East Asian region. The findings are more interesting given that the current study is based on employees’ perceptions.