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From the first settlers who came to our shores, from the first American Indian families who befriended them, men and women have worked together to build this nation. Too often [...]

We use peer assessments as a tool to allocate joint profits in a real-effort team experiment. We find that using this incentive mechanism reduces team performance. More specifically, we show that teams composed of acquaintances rather than strangers actually underperform in a context of peer evaluations. We conjecture that peer evaluations undermine the inherently high level of intrinsic motivation that characterizes teams composed of friends and possibly exacerbate negative reciprocity among partners. Finally, we analyze the determinants of peer assessments and stress the crucial importance of equality concerns. (JEL C92, M 12, M54), I. INTRODUCTION A. Team Incentives and Peer Evaluations In the last 20 years, more intensive use of teamwork in organizations has aroused interest with regard to the factors affecting the [...]

Abstract Purpose--This is a theoretical paper, which aims to consider the role of strategic human resource management (SHRM) in the development of 'gross national happiness' (GNH) in Bhutan. Design/methodology/approach--The paper [...]

Abstract Purpose--Devolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the Indian context. [...]

ABSTRACTS / RESUMES THIS ARTICLE EXAMINES HUMAN resources management in the General Engineering Company plant at Scarborough during World War II. A study of this case, conceptualized to include the [...]

Abstract Recruiting and retaining qualified nurses for children's intensive care units is becoming more difficult because of falling numbers of recruits into the child branch and inadequate educational planning and [...]

We maintain that human resources are strategically significant in at least three cases, when these resources (1) help create traditional Ricardian rents; (2) function as components of organizational capabilities that [...]

Brain drain occurs when skilled individuals leave their native countries. It is often argued that this phenomenon has strong negative effects on the countries of origin, preventing them from capitalizing on their investment in human capital formation and thus realizing a higher growth. This analysis shows that the negative consequences of brain drain have been overemphasized, mainly because of the confusion between capital and technology. It demonstrates that investments in human capital are possible and profitable in a free market. State intervention in education is responsible for the systematic misallocation of human capital in general, and for brain drain in particular.

The effects of market orientation and strategic human resource management (SHRM) on a firm performance in an emerging economy are examined. In context with the Chinese enterprises it was found that autonomy in staffing was important in improving SHRM-performance and the type of ownership had the least consistent effect.

The authors use data from the Federal Human Capital Survey to measure comparative leadership and management performance among executives in the military bureaucracy. The authors evaluate whether differences in executive backgrounds, training, and management environments influence employee evaluations of leadership, management, and work climate. Military service agencies get systematically higher evaluations in leadership and work climate, but not management. Among the services, the Air Force consistently received the highest evaluations. Air Force managers have the highest ranks, the longest military service, and a high level of graduate education when they assume executive positions; these characteristics are positively correlated with performance. Other managerial characteristics associated with high performance were long job tenures and private management experience. The authors conclude that greater attention to graduate training, exploring ways to increase tenure, and the selection of retired officers with private management experience for important executive posts may improve performance. Keywords: leadership; management; defense; surveys; military

We ask how bargainers' incentives to communicate about more efficient widget designs depend on whether they negotiate price prior to, or after, fixing the traded design. We find three effects: (1) Since communication reveals information about preferences, bargainers with little power prefer to remain quiet prior to bargaining. (2) Eater bargaining gives communicators a chance to share in joint gains from more efficient trades. (3) The revealed preference information enhances the efficiency of the bargaining process. The comparison might help explain why some contracts have more features left incomplete and throw some light on the nature of the employment relationship. (JEL: D 2, L 2)

This study evaluated a competition-based employer-sponsored physical activity program using pedometers. City employees (N~2,600) formed teams in groups of 10 persons (N=640). The groups competed against each other over a 12-wk. period with the goal of attaining 10,000 steps per day, per person. Only teams with complete data were included in the formal evaluation. A repeated-measures analysis of variance indicated significant differences in team steps by week of the program, with post hoc comparisons indicating significant differences from baseline step counts evident during Weeks 6-8 but not at the end of the program. These data confirm that competition-based physical activity programs using pedometers may not be an effective means of increasing the long-term physical activity of employees.

A suggestion that an EBMC (Evidence-Based Management Collaboration) can be established to facilitate effective transfer of ideas between science and practice is presented.

A study examines the relevance of material to actual usage in human resource management. Results reveal that it is important to design modules with execution in mind by seeking advice from professionals in relevant organizations.

A process of value creation that links organizational learning, social relations and HRM with focus on knowledge flows across various employee groups in the HR architecture is discussed. The way in which each of the archetypes occurs in the context of HR architecture and many implications of the framework are provided.

Using an econometric case study approach, the various methods employed by economists in evaluating the role played by human resource management practices in improving productivity performance of a retail trade are analyzed.

CASE DESCRIPTION The primary subject matter of this case concerns sexual discrimination. Secondary issues examined include appraising employees and management ineffectiveness. The case has a difficulty level of four, appropriate [...]

ABSTRACT Human resource management (HRM) practices, support systems and personnel profiles were examined in urban and rural enterprises. The investigation is an exploratory descriptive study employing a discussion of the [...]

ABSTRACT In the present study we examine the applicability of some traditional human resource management theories to 374 owners of small to medium sized enterprises in border cities of Belarus, [...]

ABSTRACT This pioneer study investigates strategic human resource management practices (employment security, selective hiring, self-managed teams and decentralization, comparatively high compensation contingent on organizational performance, extensive training and development programs, [...]