Samuel Y. Todd

Does Human Capital Matter? A Meta-Analysis of the Relationship between Human Capital and Firm Performance.

Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its impact. To clarify what is known, we meta-analyzed effects drawn from 66 studies of the human capital-firm performance relationship and investigated 3 moderators suggested by resource-based theory. We found that human capital relates strongly to performance, especially when the human capital in question is not readily tradable in labor markets and when researchers use operational performance measures that are not subject to profit appropriation. Our results suggest that managers should invest in programs that increase and retain firm-specific human capital.

Career Success Implications of Political Skill

The authors investigated the individual characteristic of political skill and its relation to 5 different career-related outcomes (total compensation, promotions, career satisfaction, life satisfaction, and perceived external job mobility). They examined data obtained from a sample of 191 employees working a wide range of occupations. The results reveal that political skill is associated with 4 of the 5 outcomes. In addition, they examined the 4 dimensions of political skill and found that the networking ability dimension dominates the relations with the examined outcomes. The authors discuss practical implications, limitations, and directions for future research.

A social identity perspective on the job attitudes of employees in sport

Purpose – The purpose of this paper is to provide a foundation for future research pertaining to establishing the distinctness of the sport industry from an employee psychology perspective.Design/methodology/approach – This conceptual paper is rooted in social identity theory which maintains that certain levels of self‐esteem and psychological fulfillment can be derived from ones membership in particular groups. The authors have developed a model of positive social identity in sport organizations that details the benefits and consequences of psychological fulfillment related to employment in the sport industry.Findings – Within the proposed model, the paper outlines how particular elements of social identity derived from ones employment in sport may play an active role in particular job attitudes by enhancing the employees self‐esteem and contributing to overall self‐evaluation. It further explains how social identity in the workplace may influence individual outcomes such as organizational citizenship...

Human Resources Practices for Environmental Sustainability in Lodging Operations

As sustainability has increasingly become a critical global issue, attention has been focused on the lodging industrys efforts to minimize its environmental impact. This study investigates how hotels with an independently identified focus on sustainability address the human resources issues required for maintaining sound environmental practices. Hotels with Green Seal certification were surveyed about how they trained and motivated employees and, if necessary, enforced the policies. The findings suggest that virtually all the hotels conducted training for existing and new employees. However, some questions were raised about the depth of commitment, particularly in enforcement.

The role of satisfying tasks and organisational support in the job attitudes of sporting goods retail employees

The purpose of this study was to explore antecedents of affective organisational commitment and job satisfaction in sporting goods retail employees. A sample of 97 employees from 11 sporting goods stores in Southeast USA was used to test hypotheses that intrinsically satisfying tasks and perceived organisational support would positively impact both job satisfaction and affective commitment. Results affirmed the hypotheses. Findings specific to the construct of intrinsically satisfying tasks are discussed as potentially meaningful evidence that employees in the sport industry may derive psychological benefits at work from association with the firms products. Recommendations to managers of sporting goods retail employees are forwarded.

The relationship between sport tourists’ perceived value and destination loyalty: an experience-use history segmentation approach

ABSTRACT Understanding active sport tourists’ profiles and nurturing their destination loyalty are important considerations in the tourism market. Loyal tourists are valuable because they tend to revisit a focal destination and elicit positive word-of-mouth. Focusing on a snow-based active sport tourism context, this study was conducted to examine (1) the usefulness of experience-use history (EUH) as a segmentation tool and (2) the relationship between perceived value factors (i.e. quality, emotional response, monetary price, behavioral price, and destination reputation) and destination loyalty in each EUH group. Data were collected from the Niseko ski resort in Japan (N = 328). Based on the EUH variables (i.e. length and frequency of snow-based sport participation), participants were categorized into four segments (i.e. novice, short-active, long-inactive, and expert). The results showed significant differences among EUH groups in terms of their socio-demographics (e.g. gender, age, and income). A series of regression analyses also showed that each segment’s destination loyalty was uniquely enhanced by perceived value factors. Specifically, perceived quality was a significant antecedent of destination loyalty for sport tourists in the novice group. For those in the short-active, long-inactive, and expert groups, perceived emotional response significantly predicted destination loyalty. Perceived reputation of the destination was also important to enhance destination loyalty for the short-active group whereas perceived monetary price was positively associated with the long-inactive group’s destination loyalty. Marketing managers in snow-based sport tourism destinations can utilize the findings to increase the loyalty of active sport tourists, which will improve their competitiveness in the marketplace.