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What has been called the war for talent in companies has become a key element in organizations that want to be competitive. Talent management has already been studied and verified in terms of its impact on performance and productivity, and this has led to more and more research generating a professional and scientific interest with other variables, such as ethical behavior. In the present study it is verified, through a model of structural equations, that the organizations that apply strategies of talent management have more ethical behaviors and intention to stay. Talent management and ethical behavior would reinforce work environments, by restoring confidence in the organization. Likewise, talent management implies greater loyalty of talent, that is an antecedent of the intention to stay in the organization. [ABSTRACT FROM AUTHOR]

Purpose: The key aspect of this study is the mediating role of innovation in the relationship between talent management (TM) and organizational performance (OP). Design/methodology/approach: A structural equation model with AMOS software is used to gauge the impact of TM on innovation and OP. In this regard, innovation is the mediating variable of the model. The author uses Hayes PROCESS macro for SPSS (Hayes, 2018) and the mediating procedure of Baron and Kenny's model (1986). Findings: Results show that innovation is a full mediating variable that captures the whole variance of the model in the relationship between TM and OP. Practical implications: The results of this study are important for organizations since they emphasize the need to adapt TM strategies to innovation and improvement in the organization. This involves not only managers and their training and development plans but also employees in their attraction, development and retention strategies. Originality/value: The originality of this study is that it explores the causal relationship between the three variables considered in the model, that is, TM, innovation and OP. These relationships evidence gaps in human resource management and TM literature, improving current understanding of the role of innovation in the organizational context. [ABSTRACT FROM AUTHOR]

Corruption involves greed, money, and risky decision‐making. We explore the love of money, pay satisfaction, probability of risk, and dishonesty across cultures. Avaricious monetary aspiration breeds unethicality. Prospect theory frames decisions in the gains‐losses domain and high‐low probability. Pay dissatisfaction (in the losses domain) incites dishonesty in the name of justice at the individual level. The Corruption Perceptions Index, CPI, signals a high‐low probability of getting caught for dishonesty at the country level. We theorize that decision‐makers adopt avaricious love‐of‐money aspiration as a lens and frame dishonesty in the gains‐losses domain (pay satisfaction‐dissatisfaction, Level 1) and high‐low probability (CPI, Level 2) to maximize expected utility and ultimate serenity. We challenge the myth: Pay satisfaction mitigates dishonesty across nations consistently. Based on 6500 managers in 32 countries, our cross‐level three‐dimensional visualization offers the following discoveries. Under high aspiration conditions, pay dissatisfaction excites the highest‐ (third‐highest) avaricious justice‐seeking dishonesty in high (medium) CPI nations, supporting the certainty effect. However, pay satisfaction provokes the second‐highest avariciousopportunity‐seizing dishonesty in low CPI entities, sustaining the possibility effect—maximizing expected utility. Under low aspiration conditions, high pay satisfaction consistently leads to low dishonesty, demonstrating risk aversion—achieving ultimate serenity. We expand prospect theory from a micro and individual‐level theory to a cross‐level theory of monetary wisdom across 32 nations. We enhance the S‐shaped Curve to three 3‐D corruption surfaces across three levels of the global economic pyramid, providing novel insights into behavioral economics, business ethics, the environment, and responsibility. [ABSTRACT FROM AUTHOR]

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Recently, a number of studies have tried to examine the processes that explain the influence of high performance work systems (HPWS) on company performance, in an attempt to understand which variables mediate this relationship and to what extent they do so. The importance of the organizational learning capability (OLC) construct has traditionally been outlined as being essential for a company's survival and effective performance. Thus, it seems important to establish whether HPWS can be considered an antecedent of OLC, and consequently to confirm whether OLC acts as a mediating variable in the HPWS-company performance linkage. Bearing in mind that HPWS represent a 'bundle' of mutually reinforcing, overlapping and synergistic individual human resource practices, this positive connection between HPWS and OLC seems reasonable. We tested our hypotheses by applying a structural equation methodology to a sample of 163 Spanish companies. Our findings show that the effects of HPWS on organizational performance are mediated by OLC. [ABSTRACT FROM AUTHOR]

During the past two decades the chain of three links organizational strategy - human resources practices - organizational performance has been deeply analysed. However, the mediator role of organizational structure in the first link of this chain remains relatively uninvestigated. In this article we analyse a model of relationships among organizational strategy, organizational structure, human resources practices, and organizational performance. Through a structural equation methodology applied to a sample of 183 Spanish companies, we will try to confirm that organizations with differentiation strategies are more likely to implement high involvement work practices. As a novelty we will introduce organizational structure as a mediator of this relationship. For that we will use the construct control mechanisms (centralization, formalization and socialization). Further, we will analyse the effect on firm performance of these proposed relationships among differentiation strategy, control mechanisms and high involvement work practices. [ABSTRACT FROM AUTHOR]

During the last two decades the relationship between organizational strategy and human resources practices has been deeply analyzed. However, the mediator role of organizational structure in this relationship remains relatively uninvestigated. In this article we analyze a model of relationships among organizational strategy, organizational structure and human resources practices. Through a structural equation methodology applied to a sample of 183 Spanish companies, we will try to confirm that organizations with differentiation strategies are more likely to implement high involvement work practices. As a novelty we will introduce organizational structure as a mediator of this relationship. For that we will use the construct control mechanisms (centralization, formalization, and socialization). [ABSTRACT FROM AUTHOR]

Purpose -- This paper aims to clarify the relationship between human resource practices and staff retention by selecting three high performance work practices (precursors) and one outcome variable (turnover intentions), and trying to demonstrate the mediator role of employee commitment and job satisfaction in this relationship. Design/methodology/approach -- The proposed model has been analyzed with a sample of 198 employees and a structural equation modeling methodology. Findings -- Salary strategies and job enrichment strategies were positively related to job satisfaction. Job enrichment strategies and job stability strategies were positively related to employee commitment. Employee commitment was negatively related to turnover intentions. The relationship between job satisfaction and turnover intentions was mediated by employee commitment Research limitations/implications -- One limitation of the findings is the use of self-report questionnaires to collect data on all measures. Another potential limitation concerns the measurement of some latent factors with only two observable variables. Practical implications -- Turnover continues to be a serious problem for businesses. The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to low turnover intentions. Originality/value -- A sample of 198 workers was used as the source of information. This information offers clear advantages over the more widely used samples from managerial directors or statistical data gathered in human resource practices, as in this case. The perceptions of those people on whom these measures are directly carried out are readily accessible. [ABSTRACT FROM AUTHOR]

This research examines the motivation profiles of 218 consumers at a sport center in Valencia, Spain. We employed the Motivation in Sport Scale (MISS–Sport Center) with the following eight motives (factors): Positive Affect, Social Contact, Physical Exercise, Coping Strategy, Challenge, Body Image, Competition, and Entertainment. There were significant differences in consumers’ motives across gender, age, and marital status. We identified five motivation profiles using the eight motives of MISS–Sport Center: Non-Competitive Leisure-Oriented Exercisers, Practical Social Entertainers, Affective Users, Enthusiastic Sportspersons, and Passive Participants. There were differences in demographic variables and satisfaction among five motivation profiles. Results were discussed in light of marketing strategies for sport centers and the satisfaction of sport consumers. [ABSTRACT FROM AUTHOR]

Purpose - To develop money profiles based on money attitudes and investigate differences in work-related attitudes across money profiles. Design/methodology/approach - Data from 564 university students in the USA were collected and four money profiles based on the Love of Money Scale (LOMS) were identified using cluster analysis. Findings - Achieving money worshipers (23.22 percent) have the highest scores on factors good, respect, achievement, and power. Careless money admirers (30.16 percent) have the lowest scores on factors budget and evil. Apathetic money managers (31.08 percent) have the lowest scores on factors respect and achievement and the highest on budget Money repellent Individuals (15.54 percent) have the lowest scores on factors good and power and the highest on factor evil. Achieving money worshipers have the highest level of organization-based self-esteem (OBSE), the protestant work ethic (PWE), intrinsic and extrinsic job satisfaction, and satisfaction with social and self-actualization needs, whereas money repellent individuals have the lowest Apathetic money managers have the highest level of satisfaction with physiological and safety needs. Research limitations/implications - This convenience sample does not represent the national population in general or student population in particular. Self-reported data from the same source at one time can inflate relationships between variables and do not provide the cause-and-effect relationship. Practical implications - Researchers and managers understand that people in different money profiles have different work-related attitudes and importance and satisfaction of human needs and that they may identify human resource strategies to predict and control behavior in organizations. Originality/value - The four money profiles, replicated in this study, are valid across several cultures. [ABSTRACT FROM AUTHOR]

This study examined a mediating model of income and pay satisfaction with a direct path (income →; pay satisfaction) and an indirect path with two mediators (income →; the love of money →; pay equity comparison →; pay satisfaction). Results of the whole sample showed that the indirect path was significant and the direct path was insignificant. When the indirect path was eliminated, income contributed positively to pay satisfaction. We then tested the model across two moderators: culture (the United States versus Spain) and gender. This study provides the following theoretical and empirical contributions: the direct relationship between income and pay satisfaction depends on the indirect path and the extent to which (1) income enhances the love of money and (2) the love of money is applied to evaluate pay equity comparison satisfaction. If both conditions exist, income leads to pay dissatisfaction. If the second condition does not exist, income does not lead to pay dissatisfaction. Pay satisfaction depends on (1) one's love of money and (2) how one compares. The role of the love of money in pay satisfaction is "not"universal across cultures and gender. [ABSTRACT FROM AUTHOR]

This study examines the love of money and work-related attitudes and identifies four money profiles based on a sample of citizens in the Republic of Macedonia. Achieving Money Worshipers (the highest scores on Factors Success, Motivator, and Budget and the lowest on Evil) had the highest active involvement in work activities. Careless Money Admirers (the lowest score on Factor Budget) had the highest external locus of control, the highest involvement, and lowest success avoidance. Apathetic Money Managers (the lowest scores on Factors Success and Motivator) had the highest internal locus of control and the lowest involvement Money Repellent Individuals (the highest score on Factor Evil) had the lowest competitiveness and the highest success avoidance. Results provide the validity of the Love of Money Scale and the four money profiles. [ABSTRACT FROM AUTHOR]

This research examines the love of money as a moderator and as a mediator of the self-reported income-pay satisfaction relationship among university professors (lecturers). Hierarchical multiple regression results showed that the interaction effect between self-reported income and the love of money on pay satisfaction was Significant For high-love-of-money professors (lecturers), the relationship between income and pay satisfaction was positive and significant, however, for low-love-of-money professors (lecturers), the relationship was not significant High-love-of-money participants had lower pay satisfaction than low-love-of-money participants when the self-reported income was below $89) 39.53. Wizen income was higher than $89,139.53, the pattern of pay satisfaction was reverses Further, the love of money was a mediator of the self-reported income-pay satisfaction relationship. Income increases the love of money that, in turn, is used as a "frame of reference" to evaluate pay satisfaction. [ABSTRACT FROM AUTHOR]

In this article, authors present a research examining the money ethic scale, self-reported income, demographic variables, and life satisfaction among 207 professors in the United States and 102 professors in Spain. Results suggested that the female/male income ratio was 70.95 percent for American professors and 63.82 percent for Spanish professors. American faculty reported higher scores on factors budget, equity, and success, and lower scores on factor evil than their Spanish counterparts. Sex, factors budget, education, and work experience were predictors of American professors' income, while work experience, sex, education, and factor motivator were predictors of Spanish professors' income. For the American sample, marital status, factors budget, sex, a low level of education, and a low level of factor success were predictors of life satisfaction, whereas for the Spanish sample, marital status, young age, and factor budget were predictors of life satisfaction. The authors found that income was not related to life satisfaction in both samples.