Merit‐based Rewards,Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

This paper draws on the reflection theory of compensation (Thierry, H. (1998). ‘Compensating work’. in P. J. D. Drenth, H. Thierry and C. J. de Wolff (eds), Handbook of Work and Organizational Psychology, 2nd edn, pp. 291–315, Psychology Press: Hove; Thierry, H. F. (2001). ‘Job evaluation systems and pay grade structures: do they match’, International Journal of Human Resource Management, 8, pp. 1313–1324) to examine the influence of individual merit‐based rewards on voluntary turnover via job satisfaction. It also tests the moderating effects of employees’ gender, age and education level between merit‐based rewards and job satisfaction. Data were collected from 636 employees in Japan at three points in time over a 12‐month period. The findings show that merit‐based rewards have a direct, positive effect on job satisfaction and an indirect effect on voluntary turnover. The effect of merit‐based rewards on job satisfaction was moderated by gender and education, providing evidence that merit‐based rewards are more important for male and highly educated employees. Practical and theoretical implications are discussed.     

A note on second order slope rotatable designs over all directions

Hader and Park (1978) introduced second order slope rotatability in axial directions. Park (1987) introduced second order slope rotatabilty over all directions. It is shown that these designs have the additional properly that the sum of the variances of estimates of slopes in all directions at any point is a function of the distance of the point from the design origin.     

Distributive justice revisited: A reconceptualization and an empirical test

Research on distributive justice has classified allocative standards into three distinct categories: equity, need, and equality. We empirically test the notion that equality should be further divided into two distinct constructs: absolute and bounded equality, thus leading to four distinct categories of distributive justice. Using a sample of 240 individuals (119 managers and 121 union activists), we further test for differences between managers and public and private sector unionists in their endorsement of these four standards. Results support all four of our specified hypotheses. Results are discussed in terms of their implications for distributive justice issues in the workplace, and future research directions are proposed. The authors thank John Delaney, Jean Phillips, and Linda Stroh for their comments on an earlier version of this paper.     

Return Migration to India: Decision‐Making among Academic Engineers and Scientists

The decision‐making process among migrants, whether to leave their country of birth for a foreign country or deciding to return to their native country is complex and laden with challenges. This article seeks to understand the decision‐making process by which immigrant engineers and scientists select to return to India after study and work in the United States. It is based on in‐depth interviews conducted with 54 returned engineers and scientists. Results indicate that the decision to return is anything but a linear process as highlighted in rational choice theory. Prospect and planned behaviour theories are better positioned to explain the decision‐making process among returned migrant engineers and scientists.     

Barely managing: Attitudes of information technology professionals on management technique

This paper presents findings from exploratory research into the attitudes of information technology (IT) professionals about the role management has played or could play in computing activities. It also looks at the subsidiary questions of what might be desirable preparation of managers for directing IT professionals, what the barriers to this are, and how this preparation might be stimulated. The paper is based on in-depth, ethnographic interviews conducted in 2001 with 30 IT professionals from both public and private sectors in New Mexico.     

Innovating for competitive advantage: managerial risk-taking ability counterbalances management controls

Journal of Management and Governance - The study applies dynamic capability theory to investigate the combined impact of the two mediators management controls and managerial risk taking in the...     

Interpersonal Affect: Does It Really Bias Performance Appraisals?

Interpersonal affect, a like-dislike relationship between a supervisor and his/her subordinate, has traditionally been conceptualized as a source of bias in performance appraisals. However, some researchers have argued that affect may not be a bias, especially where it develops as a result of past performance. In this field study, using data from 190 supervisors, we further delineate the relationship between affect and performance ratings. Both affect and performance level were found to have significant effects on performance ratings. Results also indicated that raters are able to separate their liking for a subordinate from actual performance when assigning performance ratings, suggesting that affect may not operate as a bias in the appraisal process.     

Crisis communication in higher education: The use of “negotiation” as a strategy to manage crisis

This case study examined the crisis response strategies of Louisiana State University after its women's head basketball coach resigned amid charges of inappropriate conduct with former basketball players. This case study draws on relationship management and negotiation as the theoretical lens to examine the efforts of the University in managing relationships and restoring its image. Data for this study was collected through opened-ended questionnaires from students, faculty, and staff at the University. The findings from this study indicate that the good reputation of the University was responsible for the positive evaluation of the crisis management. In addition, results from this study suggest that “negotiation” can play an important role in managing a crisis when the conflicting parties are not willing to participate in a dialogue.