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This study contributes to the growing literature on the intersection between human resource management and corporate sustainability (CS) and, in particular, on sustainable human resource management (interpreted here as HRM practices informed by the CS principles, thus aiming at economic, social, environmental and human sustainability simultaneously). In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are involved in sustainable HRM perceive their job to become more meaningful as it has a broader scope which goes beyond the solely focus on economic performance, and that leads then to higher job satisfaction and lower turnover intention. The study, which is based on 176 questionnaires collected through a cross-country survey, has been developed in partnership between the authors and a leading European association of HR managers and professionals. Our findings, which in general extend the knowledge on the employees' perception of CS—employee attitudes relationships, represent a data-driven argument for a more active role of HRM in developing Sustainable HRM. [ABSTRACT FROM AUTHOR]

The purpose of this paper was to present a first step toward developing a behavioral description of managerial bullying that better distinguishes among (1) behavior that is bullying, versus (2) other unacceptable behavior that is not bullying, and (3) aggressive but nevertheless acceptable managerial behavior. The study was based on a survey using SurveyMonkey© and announced through social media (LinkedIn©, Twitter©, Facebook©) groups identified with workplace violence or bullying. The survey consisted of critical incidents of behaviors that employees had specifically identified as 'bad management,' plus respondent characteristics that might explain their responses. The results show that workplace bullying in the U.S. workplace is a serious problem that is seldom reported to management. Neither age, gender, experience, language at home, having bullied, nor having been bullied seems to influence what a subject regards as bullying behavior, but n egative managerial behavior directed at a particular employee especially in the presence of others is highly likely to be seen as bullying. To develop a theory of managerial bullying, further research needs to be directed toward the causes of workplace bullying, specifically the interaction of elements of the workplace itself as well as characteristics of both the perpetrator and the victim and external influences (workplace, perpetrator, victim, external conditions). Meanwhile, organizations should develop and enforce anti-bullying policies and training programs that use specific behaviors, such as those identified here, to clarify how the organization defines workplace bulling. [ABSTRACT FROM AUTHOR]

The purpose of cause-related marketing (CRM) is to publicise and capitalise on a firm’s corporate social performance (CSP) by enhancing its legitimacy in the eyes of its stakeholders. This study focuses on the firm’s internal stakeholders – i.e. its employees – and the extent of their involvement in the selection of social campaigns. Whilst the difficulties of managing a firm that has lost or damaged its legitimacy in the eyes of its employees are well known, little is understood about the extent to which managers and their social partners listen to and involve their employees in the legitimation process. Through telephone interviews with non-profit organisations and senior managers of service sector firms, the extent of employee involvement in CRM campaigns and the perceived benefits of doing so are investigated.␣Amongst other things, we find that (i) the extent of employee participation varies significantly across firms; (ii) larger CRM campaigns tend to be managed centrally with relatively less employee participation than smaller ones and (iii) financial services firms are more likely to make CRM decisions centrally, with relatively less employee participation than retail services firms. [ABSTRACT FROM AUTHOR]

In this paper, we use the country institutional profile to investigate how selected cognitive, normative, and regulative aspects of various countries relate to traditional gender role attitudes of managers from these countries. Our cross-level analyses, using hierarchical linear modeling, control for a number of individual characteristics (i.e., age, education, gender, and social class). Results support our hypotheses that managers' traditional gender role attitudes relate positively to nation-level uncertainty avoidance and power distance. Moreover, the results support our predictions that gender egalitarian normative institutions, degree of regulation, and degree of educational development are negatively related to managers' traditional gender role attitudes. However, results reject our hypotheses regarding nation-level religiosity, assertiveness, and masculinity, not showing the proposed relationship with managers' traditional gender role attitudes. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

The goal of this study was to introduce a model explaining how managers' attitudes, subjective norms, attributions, and the individualism-collectivism cultural dimension affect the way managers' deal with employee bribery in organizations. Twenty-six internal and external attributions related to bribery were identified through a series of structured interviews with 65 subject matter experts. These attributions, together with the other variables in the model, were evaluated by 354 ( n = 354) Ecuadorian managers. Hierarchical regression analyses indicated that attitudes and external attributions significantly predicted managers' intentions to discipline employees who accepted a bribe. In addition, external attributions mediated the relationship between individualism-collectivism and intent to discipline corrupt employees. Implications for the management of bribery in Latin American organizations are discussed. [ABSTRACT FROM AUTHOR]

The attitudes of twenty-nine managers toward performance appraisal and toward their organization were used to predict differences in mean ratings and measures of discrimination among ratees and performance dimensions. Substantial multiple correlations were obtained for all three dependent variables (between 32 and 46% of the variance in each measure was explained), and several individual correlations were statistically significant. Raters who showed low levels of confidence in the appraisal system, high levels of discomfort, or high levels of instrumental commitment were more likely to provide ratings that were unusually high or that did not discriminate well among ratees and/or dimensions. Raters who showed higher levels of attitudinal commitment or who perceived more risks associated with distorting ratings tended to provide lower ratings and to discriminate among ratees and/or dimensions. [ABSTRACT FROM AUTHOR]

Corporate America is institutionalizing ethics through a variety of structures, systems, and processes. This study sought to identify managerial perceptions regarding the institutionalization of ethics in organizations. Eighty-six corporate-level marketing and human resource managers of American multinational corporations responded to a mail survey regarding the various implicit and explicit ways by which corporations institutionalize ethics. The results revealed that managers found ethics to be good for the bottom line of the organizations, that they did not perceive the need for additional formalization of ethics, and that they perceived implicit forms of institutionalizing ethics (e.g., leadership, corporate culture, top management support) to be more effective than the explicit forms of institutionalizing ethics (e.g., ethics officers, ethics committees, ethics newsletters). Implications of the survey and future research directions conclude the paper. [ABSTRACT FROM AUTHOR]

Human Resource (HR) executives were surveyed with regard to their perceptions of academic HR research information. In general, the results suggest that HR practitioners' attitudes related to relevance, skepticism, and accessibility are not as negative as was commonly assumed. Still, some specific areas of practitioner concern were identified in the study. The executives' attitudes were also found to be significantly related to specific demographic and organizational variables. Interestingly, HR executives with Ph.D.'s had significantly more negative attitudes toward academic research than those without Ph.D.s. Male HR executives also viewed academic research as more irrelevant than their female counterparts. Attitudes also differed significantly as a function of organizational size and type of industry. [ABSTRACT FROM AUTHOR]

This study attempts to identify differences in the perceptions of top management (defined as CEOs, directors, and presidents) and employees (defined as middle and supervisory management) regarding (a) the effects of dependent care responsibilities on job performance, and (b) the extent of a firm's responsibility in providing support for those faced with caring needs concerning eldercare, child-care, substance abuse, and mental/physical handicaps. The results indicate that these two groups have significantly different perceptions of the effect of dependent care responsibilities on job performance, and on the firm's responsibility in providing support for three types of dependent care. [ABSTRACT FROM AUTHOR]

The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more effectively managed. This is the third in a research series of three papers. [ABSTRACT FROM AUTHOR]

Recent events have generated considerable interest, but little empirical evidence, in Russian management. This observation study of a sample of managers (N=66) in a large textile factory in Russia used the same definitions, methodology and procedures as a stream of research conducted by Luthans and his colleagues on U.S. ‘Real Managers’ (see Luthans, Hodgetts and Rosenkrantz [1988]). Similar to American managers, the Russian managers in this factory were observed, in order, to perform traditional management, communication, human resources and networking activities. Also similar to the managers studied in the U.S., the Russian managers' networking activity generally related to their success. The relationship between the Russian managers' various activities and their effectiveness was less clear, but, like the American managers, the communication activity was a significant predictor across analysis techniques. The implications these findings have for Russia's transition to a market economy are discussed. [ABSTRACT FROM AUTHOR]

This research examines the relative impact of six sets of factors on multiple indices of adjustment to new job assignments. These six sets of factors include demographic variables, indices of the "internationalness" of the job change (e.g., whether the job changer is an expatriate, repatriate, or domestic geographical relocator), job characteristics variables, types and amount of career development assistance, degree of change between successive job assignments, and types of individual coping strategies employed by job changers. Data were collected from 459 job changers from twenty-six countries. The results highlight both the commonalities among expatriates, repatriates, and domestic geographical relocators in adjusting to new job assignments as well as the differences among them. [ABSTRACT FROM AUTHOR]