Search

During the past 10 years, the field of human capital resources (HCR), often referred to as strategic human capital (SHC), has gained interest in both micro and macro disciplines. This increase in attention from a diverse set of researchers has shifted the focus of the field to topics such as identifying different types of HCR, HCR emergence, and links between collective HCR and higher level outcomes. The first decade of dedicated HCR research led to the growth of distinct research streams and forged its own robust and growing literature. However, after a decade of progress, the field is splintered. To unite the field and create a solid foundation for building future research, we provide a cohesive perspective of lessons learned in the first decade of dedicated HCR research, which has primarily focused on collective HCR. This review examines 194 articles, revealing several themes that have emerged, an integrated model that flows from the review, and rich opportunities for future research to both integrate and expand the growing HCR field for the next decade and beyond.

The amount and type of pay information made available by organizations to employees and between employees can have important effects on employee attitudes and behaviors as well as organizational performance. Although a large body of research on pay information exists, on topics ranging from pay transparency to pay secrecy, researchers have used inconsistent definitions (pay secrecy, openness, transparency, pay communications) and operationalizations that hinder knowledge development. In this paper, consistent with the theory of information asymmetry and based on research reviewed here, we promote a new integrative definition (“pay information disclosure”) that anchors both current and future research. We define the concept of pay information disclosure (PID) as the communication of relevant pay information between and among actors. By viewing pay information disclosure research in an information asymmetry context, with its focus on the causes and consequences of unequal access to information, we can synthesize research that examines motives for and outcomes of PID for individuals, organizations, and society. Based on our review, we outline a research agenda that identifies research questions and methods to stimulate studies to better understand the role of pay information in the workplace and in society.

9 pags., 8 figs., 4 tabs., Background: The Xe isotopic chain with four valence protons above the Z=50 shell closure is an ideal laboratory for the study of the evolution of nuclear deformation. At the N=82 shell closure, Xe136 presents all characteristics of a doubly closed shell nucleus with a spherical shape. In the very neutron-deficient isotopes close to N=50, the α-decay chain of Xe was investigated to probe the radioactive decay properties near the drip-line and the magicity of Sn100. Additionally, the Xe isotopes present higher order symmetries in the nuclear deformation such as the octupole degree of freedom near N=60 and N=90 or O(6) symmetry in stable isotopes. Purpose: The relevance of the O(6) symmetry has been investigated by measuring the spectroscopic quadrupole moment of the first excited states in Xe124. In the O(6) symmetry limit, the spectroscopic quadrupole moment of collective states is expected to be null. Method: A stable Xe124 beam with energies of 4.03A MeV and 4.11A MeV was used to bombard a natW target at the GANIL facility. Excited states were populated via the safe Coulomb excitation reaction. The collision of the heavy ions with a large Z at low energy make this reaction sensitive to the diagonal E2 matrix element of the excited states. The recoils were detected in the VAMOS++ magnetic spectrometer and the γ rays in the AGATA tracking array. The least squares fitting code gosia was used for the analysis to extract both E2 and M1 transitional and E2 diagonal matrix elements. Results: The rotational ground state band was populated up to the 81+ state as well as the 22+ and 42+ states. Using high precision spectroscopic data to constrain the gosia fit, the spectroscopic quadrupole moments of the 21+, 41+, and 61+ states were determined for the first time. Conclusions: The spectroscopic quadrupole moments were found to be negative, large, and constant in the ground state band underlining the prolate axially deformed ground state band of Xe124. The present experimental data confirm that the O(6) symmetry is substantially broken in Xe124., This work was supported by STFC(UK). This research was also supported by the OASIS Project No. ANR-17-CE31-0026, by the U.S. Department of Energy, Office of Science, Office of Nuclear Physics, under contract number DE-AC02-06CH11357, by the European Regional Development Fund with Contract No. GINOP-2.3.3-15-2016-00034 and by the Spanish Ministerio de Ciencia e Innovacion under contract PID2020-118265GB-C41. Work partially supported by Grants FPA2017-84756-C4, PID2020- 118265GB-C4 by MCIN/ AEI /10.13039/501100011033, PROMETEO/2019/005 by Generalitat Valenciana and by the FEDER EU funds.

This work provides a theoretical explanation for the mechanisms that can drive collective turnover in response to a unit-level shock by applying event systems theory to collective turnover. Specifically, we recognize the importance of modeling a disruption phase following a shock, the social mechanisms that influence the collective turnover response, and boundary conditions on the impact of the shock on the collective turnover response. We examine collective turnover following 239 general manager departures in a large U.S. retailer from 2012 to 2014 to observe how a unit-relevant shock affects the collective turnover response across time. In doing so, we identify and explain a potential delay before the disruption phase and the cumulative abnormal voluntary turnover that occurs in the disruption phase following a unit-level shock. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

7 pags., 3 figs., 1 tab., The reduced transition probabilities for the 4_{1}^{+}→2_{1}^{+} and 2_{1}^{+}→0_{1}^{+} transitions in ^{92}Mo and ^{94}Ru and for the 4_{1}^{+}→2_{1}^{+} and 6_{1}^{+}→4_{1}^{+} transitions in ^{90}Zr have been determined in this experiment making use of a multinucleon transfer reaction. These results have been interpreted on the basis of realistic shell-model calculations in the f_{5/2}, p_{3/2}, p_{1/2}, and g_{9/2} proton valence space. Only the combination of extensive lifetime information and large scale shell-model calculations allowed the extent of the seniority conservation in the N=50 g_{9/2} orbital to be understood. The conclusion is that seniority is largely conserved in the first πg_{9/2} orbital., This work was partially supported by MCIN/AEI/10.13039/501100011033 and Generalitat Valenciana, Spain, under Grants No. FPA2017-84756-C4, No. PID2020–118265GB-C4, and No. PROMETEO 2019/005, by the EU FEDER funds, by the European Union’s Horizon 2020 research and innovation program under Grant Agreement No. n654002, by the U.S. Department of Energy, Office of Science, Office of Nuclear Physics, under Contract No. DE-AC02-06CH11357, by STFC(UK) and by the Croatian Science Foundation under Projects No. 7194 and No. IP-2018-01-1257.

We contribute to understanding the previously unrecognized consequences of individualized employment arrangements on the relationship between pay and performance. Increases in the application of pay-for-performance (PFP) idiosyncratic deals (PFP i-deals) raise questions about how individualized PFP arrangements affect the performance of peers who do not receive such customized deals. As pay systems become more individualized, understanding the economic ramifications of how PFP i-deals affect peer performance is essential for understanding the total unit effects of implementing PFP i-deals. To examine these peer effects, we explored peer responses to PFP i-deals and identified boundary conditions on broad theoretical assumptions underlying the conclusion that PFP increases unit performance. We tested our predictions by applying multilevel random-coefficient discontinuous growth models to a sample of 451 peers nested in 117 business units of a for-profit health-care organization. Immediately after PFP i-deal implementation in the unit, the performance level of peers was negatively affected. Additionally, peer performance trends after PFP i-deal implementation were lower than they were before the PFP i-deal implementation. Our study also identified contextual factors that influence peer responses to PFP i-deal implementation. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The Journal of Management editorial team challenged us to consider how the COVID-19 pandemic impacted and altered the employer–employee relationship. In this guest editorial, we take stock of the pandemic-related lessons learned for human resources research and practice. We highlight three insights that many organizations made as the result of pandemic-related changes and describe how these lessons are likely to alter the employee–employer landscape for the foreseeable future. The lessons are (a) understanding that organizational communication practices should be authentic, continuous, and two-way in nature; (b) accepting that the virtual workforce brings unique challenges that do not yet have solutions; and (c) recognizing that success for stakeholders beyond just investors will require continual attention and intention. We also highlight needs and opportunities for future research that will inform theory and practice and lead to the betterment of organizations and society.

The impact of the coronavirus disease (COVID‐19) pandemic is unprecedented. At an organisational level, the crisis has been hugely disruptive, complex and fraught with ambiguity for leaders. The crisis is fundamentally a human one, making human resource (HR) leaders central in enabling organisations to manage through and ultimately exit the crisis successfully. We apply a paradox lens to understand the HR leadership challenges posed by the COVID‐19 crisis. We argue that how the HR function responds to the challenges ofthe crisis and its role in mapping the exit route from the crisis are likely to shape the trajectory of the function for decades to come. The pandemic creates an unprecedented opportunity to elevate the status of the HR function in organisations where it has struggled to gain status and to reinforce the influence of the function in those where it already enjoys legitimacy. The value of this is likely to be reflected in more sustainable performance through the alignment of people and purpose and balancing the short and long term objectives of the organisation

We conduct a comprehensive review of the chief executive officer (CEO) succession literature and update a CEO succession typology that incorporated manuscripts published through 2014. Our review illustrates that most of our understanding of succession and related processes stems from research based primarily in macro research traditions. We highlight ways that scholars can develop deeper understandings of CEO successionprocesses by capitalizing on knowledge and practices that are visible from more micro lenses such as industrial and organizational (IO) psychology, human resources (HR), and organizational behavior (OB). Specifically, we advocate applying lessons about recruitment, training, fit, culture, selection, turnover, human capital resources, and decision making from IO psychology, HR, and OB research to extend our understanding about CEO succession and board decision making.

Research Summary Extant research rarely explores the relationship between executive compensation and chief executive officer (CEO) succession planning, despite practitioner claims that executive pay disparities indicate succession planning (in)effectiveness. Leveraging signaling theory, we use 830 succession events from 2010 to 2017 to show that pay disparity between the CEO and the highest paid non‐CEO executive is positively related to the likelihood of outside CEO succession. Thus, boards need to be aware of the implications of possible unintentional signals sent via executive compensation decisions. We do not find evidence of an interactive effect when compensation and CEO succession are co‐managed using linking pin directors—directors with compensation and CEO succession responsibilities—but supplemental analyses suggest a positive main effect of linking pin directors on the likelihood of inside CEO succession. Managerial Summary Powerful watchdog agencies assert that high pay differences between a firm's CEO and its next highest paid executive (CEO–HPE pay disparity) indicate succession planning challenges. This assertion has profound implications for stakeholders, but evidence supporting it is unclear. Our study examines the relationship between CEO–HPE pay disparity and the board's choice of an outside CEO, an indicator of ineffective succession planning. We find evidence that higher pay disparity signals an increased likelihood of choosing an outside CEO successor. We also find that boards who co‐manage compensation and succession may be more likely to hire an inside CEO successor. Our findings suggest that boards need to understand how compensation decisions may be inadvertently signaling future CEO succession choices.

Community violence is a prevalent form of interpersonal violence in South Africa for children living in low-income areas. Trauma arising from violence exposure is of concern in contexts where access to treatment is often unattainable. As simultaneous multisectoral strategies show higher potential to counter interpersonal violence than single interventions, the World Health Organization with partners created INSPIRE. INSPIRE takes an integrated approach coordinated across formal and informal settings of civil and private society. Responding to research paucity on methods that counter community violence in LMIC settings, this study employed a cross-sectional correlational design consisting of a sample of 2,477 children aged 10 to 17 years from the Young Carers 2009–2010 study conducted in a low-income, HIV-endemic province of South Africa highly affected by community violence. Multiple logistic regressions assessed individual and dose associations between four INSPIRE-based violence prevention strategies—positive parenting, basic necessities, formal social support, and school structural support—and direct and indirect community violence outcomes. Three strategies had significant associations with community violence outcomes: necessities (direct p < .001; adjusted odds ratio [AOR] = .57; indirect p < .01; AOR = .62), formal support (direct p < .05; AOR = .83; indirect p < .05; AOR = .73), and school support (direct p < .001; AOR = .53; indirect p < .001; AOR = .49). Combined interventions in direct and indirect community violence analyses demonstrated that children reporting a higher number of strategies were less likely to have experienced community violence. This outcome extends the results of longitudinal studies in South Africa highlighting social protection with care as a means to overcome structural deprivation strains, thereby reducing the likelihood of children’s exposure to community violence. Moreover, these findings uphold the INSPIRE model as an effective cross-sectoral approach to prevent and reduce the community violence that children experience.

Background: The heaviest T-z = 0 doubly-magic nucleus, Sn-100, and the neighboring nuclei offer unique opportunities to investigate the properties of nuclear interaction. For instance, the structur ...

The low-lying excited states in the neutron-deficient $N = Z + 1$ nucleus $^{87}_{43}$Tc$_{44}$ have been studied via the fusion-evaporation reaction $^{54}$Fe $(^{36}Ar, 2n1p)$ $^{87}$Tc at the Grand Accelerateur National d'Ions Lourds (GANIL), France. The AGATA spectrometer was used in conjunction with the auxiliary NEDA, Neutron Wall, and DIAMANT detector arrays to measure coincident prompt γ rays, neutrons, and charged particles emitted in the reaction. A level scheme of $^{87}$Tc from the $(9/2^+_{g.s})$ state to the $( 33 / 2^+_1$) state was established based on six mutually coincident γ -ray transitions. The constructed level structure exhibits a rotational behavior with a sharp backbending at $ℏω ≈ 0.50$ MeV. A decrease in alignment frequency and increase in alignment sharpness in the odd-mass isotonic chains around $N=44$ is proposed as an effect of the enhanced isoscalar neutron-proton interactions in odd-mass nuclei when approaching the $N=Z$ line.

Three different Artificial Neural Network architectures have been applied to perform neutron/? discrimination in NEDA based on waveform and time-of-flight information. Using the coincident ?-rays from AGATA, we have been able to measure and compare on real data the performances of the Artificial Neural Networks as classifiers. While the general performances are quite similar for the data set we used, differences, in particular related to the computing times, have been highlighted. One of the Artificial Neural Network architecture has also been found more robust to time misalignment of the waveforms. Such a feature is of great interest for online processing of waveforms. Narodowe Centrum Nauki: 2017/25/B/ST2/01569 Narodowym Centrum Nauki One of the author acknowledges support of the National Science Centre, Poland (NCN) (grant no. 2017/25/B/ST2/01569 ).

To test the predictive power of ab initio nuclear structure theory, the lifetime of the second 2(+) state in neutron-rich O-20, tau(2(2)(+)) = 150(-30)(+80) fs, and an estimate for the lifetime of ...

Rewarding collective outcomes has become an increasingly important strategic motivational tool for driving collective success, reflecting the insight that paying employees for individual contributions does not always optimize performance in collective endeavors. Research into different types of collective pay for performance (PFP), or pay that is contingent on collective outcomes, has been studied in diverse academic fields (e.g., economics, strategy, psychology), but the compartmentalization between these academic disciplines hinders conceptual coordination. To advance this research and its related insights, this article provides a review of the theory and evidence pertaining to the relationships between different collective PFP types and collective outcomes. We also provide a meta-analysis that shows that collective PFP has desirable outcomes (e.g., meta-analysis shows an overall ρ = 0.11; p < .001), substantiating the value of studying collective PFP separately from individual PFP. The review also reveals a lack of empirical and theoretical development and highlights the need for a comprehensive theory of collective PFP. Our cross-disciplinary review of 106 empirical articles builds a foundation for advancing common pursuits, integrating knowledge, and creating theory. The consolidated perspectives point to promising directions for future research.

Purpose This paper aims to explore some of the practical challenges boards face in setting chief executive officer (CEO) pay to show why the failure to see considerable overlap between pay and performance may not be due to poor governance. Design/methodology/approach This paper critically explores the different types of pay reported in public sources (actual vs realized) and the types of performance measures used in CEO pay research. This paper then conceptually reviews the broader governance responsibility of boards, particularly the hiring and firing of CEOs and the impact these decisions have on CEO pay. Findings The authors suggest that much of the lack of overlap between pay and performance may be because of misaligned timing of the pay and performance measures, differences between internally promoted and externally hired CEOs and severance packages of fired CEOs. They conclude that the lack of overlap may not signal failure on the part of boards, but rather may reflect the risk and uncertainty those boards face in hiring and firing of CEOs. Research limitations/implications The analysis shows how using publicly available sources of pay and performance data ignores the practical challenges that boards face in setting pay, and suggests greater care be given to future research purporting to show that boards are failing in their governance responsibilities. Practical implications CEO pay may not be as misaligned with performance as many researchers conclude, but may be due to the risks and uncertainty inherent in governance. Social implications The distributive justice critique of CEO pay may not be valid. Originality/value As opposed to simply mining public databases, this paper more accurately describes some of the variables that impact how boards set CEO pay.

This interdisciplinary study integrates economics- and psychology-based explanations to promote a clearer understanding of how employees respond to the pay-for-performance (PFP) system. By examining the combined performance predictions in the common, but rarely studied, situation in which employees do not meet expectations, we can more clearly view how economic rationality and psychological factors combine to explain employee behaviors in response to PFP. We test our hypotheses using unique longitudinal data from the health care industry. The theoretical insights contribute to a PFP theory that explains how and why PFP functions, and in doing so reconciles prior research inconsistencies.

Using a large, geographically dispersed organization designated as “essential” and required to stay open during the COVID-19 crisis, we examine the relative influence of store-level versus macro-le...

The concept of human capital resources (HCRs) is increasingly the predominant mechanism for explaining how organizations compete strategically through attracting, retaining, and developing talent. Despite the increased attention placed on the HCR construct, progress in HCR research has not advanced as rapidly as related scholarly fields. We posit that some of the lag in HCR research can be attributed to the continued focus on established debates. Rather than focusing on understanding how HCRs are developed and can be leveraged to achieve unit performance differentiation, HCR research often seems preoccupied with long-standing battles. In this manuscript, we provide a commentary on the current state of HCR literature, explain why we recommend reducing discussions along three specific HCR debates, and propose alternative HCR topics for researchers to pursue.

Acoustic larviciding (AL) occurs by exposing mosquito larvae to acoustic energy that ruptures their dorsal tracheal trunks (DTTs) by the expulsion of gas bubbles into the body. In studying this technique, we serendipitously identified undescribed anatomical and physiological respiratory features. The classical theory of respiration is that the siphon and DTTs play obligate roles in respiration. Our results contradict the accepted theory that culicine larvae respire via atmospheric gas exchange. We identified an undescribed tracheal occlusion (TO) at the posterior extremities the DTTs. The TOs appear necessary for the acoustic rupture of DTTs; this constriction prevents the escape of energized gas from the siphon and allows the tracheal system to be pressurized. With a pressurized isolated tracheal system, metabolic gas exchange directly with the atmosphere is unlikely and could mostly occur through the chitin and setae. Future studies are needed to explore respiration and elucidate the mechanisms of oxygen absorption and carbon dioxide elimination.

PurposeThe purpose of this paper is to conduct a comprehensive analysis and synthesis of the splintered chief executive officer (CEO) succession literature and provide a unifying future research agenda.Design/methodology/approachThis review content analyzes 227 relevant articles published after 1994. These articles examine the causes, process, replacement, and consequences of CEO succession.FindingsThe review develops a comprehensive typology, identifies gaps in the literature, and proposes opportunities for future research. For instance, the CEO succession literature can be classified along four primary dimensions: when, how, who, and consequences. These four primary dimensions are further explained by ten secondary factors and 30 tertiary components. Research opportunities include: enlarging the data pool to expand the repertoire of firms studied, incorporating the CEO’s perspective, and integrating CEO succession research with literatures in selection, turnover, and human capital theory.Practical implicationsThrough integrating research across research domains, future research will be able to better predict when CEO succession will occur, how to avoid unwanted CEO succession, how to better implement CEO succession, and how to minimize negative aspects and maximize positive aspects of CEO succession for the firm and the CEO, as well as understand the consequences of CEO selection, and help move toward and understanding of how to prevent poor performance, and retain high performing CEOs.Originality/valueThis is the first comprehensive review since 1994. It creates a typology to guide and categorize future research, and shows ways to incorporate relevant, but often ignored literatures (e.g. human resources, psychology, decision making, and human capital).

Although pay-for-performance’s potential effect on employee performance is a compelling issue, understanding this dynamic has been constrained by narrow approaches to pay-for-performance conceptualization, measurement, and surrounding conditions. In response, we take a more nuanced perspective by integrating fundamental principles of economics and psychology to identify and incorporate employee characteristics, job characteristics, pay system characteristics, and pay system experience into a contingency model of the pay-for-performance–future performance relationship. We test the role that these four key contextual factors play in pay-for-performance effectiveness using 11,939 employees over a 5-year period. We find that merit and bonus pay, as well as their multiyear trends, are positively associated with future employee performance. Furthermore, our findings indicate that, contrary to what traditional economic perspectives would predict, bonus pay may have a stronger effect on future performance than merit pay. Our results also support a contingency approach to pay-for-performance’s impact on future employee performance, as we find that merit pay and bonus pay can substitute for each other and that the strength of pay-for-performance’s effect is a function of employee tenure, the pay-for-performance trend over time, and job type (presumably due to differences in the measurability of employee performance across jobs).

Pay transparency regulations aim at reducing economic inequalities such as pay discrimination and the gender pay gap. However, such regulations do not necessarily lead to more transparency and less...

Lifetime measurements of excited states of the light N = 52 isotones 88 Kr , 86 Se , and 84 Ge have been performed, using the recoil distance Doppler shift method and VAMOS and AGATA spectrometers for particle identification and gamma spectroscopy, respectively. The reduced electric quadrupole transition probabilities B ( E 2 ; 2 + → 0 + ) and B ( E 2 ; 4 + → 2 + ) were obtained for the first time for the hard-to-reach 84 Ge . While the B ( E 2 ; 2 + → 0 + ) values of 88 Kr , 86 Se saturate the maximum quadrupole collectivity offered by the natural valence ( 3 s , 2 d , 1 g 7 / 2 , 1 h 11 / 2 ) space of an inert 78 Ni core, the value obtained for 84 Ge largely exceeds it, suggesting that shape coexistence phenomena, previously reported at N ≲ 49 , extend beyond N = 50 . The onset of collectivity at Z = 32 is understood as due to a pseudo-SU(3) organization of the proton single-particle sequence reflecting a clear manifestation of pseudospin symmetry. It is realized that the latter provides actually reliable guidance for understanding the observed proton and neutron single particle structure in the whole medium-mass region, from Ni to Sn, pointing towards the important role of the isovector-vector ρ field in shell-structure evolution.

Zakopane Conference on Nuclear Physics - Extremes of the Nuclear Landscape -- AUG 26-SEP 02, 2018 -- Zakopane, POLAND, WOS: 000463866500047, A new neutron multiplicity filter NEDA, after a decade of design, R&D and construction, was employed in its first physics campaign with the AGATA spectrometer. Properties and performance of the array are discussed., Swedish Research CouncilSwedish Research Council [VR 2014-6644]; Scientific and Technological Research Council of Turkey (TUBITAK project)Turkiye Bilimsel ve Teknolojik Arastirma Kurumu (TUBITAK) [117F114, 114F473]; National Science Centre, Poland (NCN) [2017/25/B/ST2/01569, 2016/22/M/ST2/00269, 2014/14/M/ST2/00738, 2013/08/M/ST2/00257]; UK STFCScience & Technology Facilities Council (STFC) [ST/J000124/1, ST/L005727/1, STL005735/1, ST/P003885/1]; Generalitat Valenciana, SpainGeneralitat Valenciana; MICIU, Spain [PROM-ETEO II/2014/019, FPA2017-84756-C4, SEV-2014-0398]; E.C. FEDER fundsEuropean Union (EU), This study was supported by the Swedish Research Council (contract number VR 2014-6644), the Scientific and Technological Research Council of Turkey (TUBITAK project Nos. 117F114 and 114F473), the National Science Centre, Poland (NCN) (grants Nos. 2017/25/B/ST2/01569, 2016/22/M/ST2/00269, 2014/14/M/ST2/00738 and 2013/08/M/ST2/00257) the UK STFC under grant Nos. ST/J000124/1, ST/L005727/1, STL005735/1, ST/P003885/1, the Generalitat Valenciana and MICIU, Spain, grants PROM-ETEO II/2014/019, FPA2017-84756-C4, Severo Ochoa SEV-2014-0398 and by the E.C. FEDER funds.1

Research in strategic human resource management (SHRM) has evolved over the past 30 years to become more theory based and to exhibit greater empirical rigor. However, much has changed in the external environment that makes the existing theories, approaches, and methodologies inappropriate for addressing the questions that organizations face in managing their human resources today. In this chapter we discuss a number of environmental changes impacting organizations and identify tensions that researchers have faced in exploring how firms seek to manage their people as a source of competitive advantage. We argue that past research has focused on only one side of the tension at a time, thus limiting the usefulness of the answers that research provides. We advocate for research that simultaneously addresses both sides of the tensions in a way that can revolutionize research in SHRM.

The papers compiled in this symposium bridge human capital ideas across research domains (economics, entrepreneurship, human resources, industrial-organizational psychology, labor economics, organizational theory, and strategy) and research levels (macro and micro). These articles draw on conversations that took place during a human capital conference held in the spring of 2014 at the Darla Moore School of Business. The articles address the role of value capturing, networking, firm-specific human capital, micro contributions to strategy, the missing role of context, the role of the practitioner, and the processes that may be helpful for advancing science through pulling knowledge from across disciplines. In combination, the articles reveal ample opportunity for cross-discipline collaboration to extend knowledge by working in concert with researchers who hold different perspectives. However, these articles (and the lessons learned through the conference) show that differences in terminology, assumptions, a...

This study builds from context-emergent turnover theory to examine the dynamic properties of turnover rates, including: (a) the changing quality and quantity of the human capital resources that depart, (b) the changing turnover dispersion (i.e., how distributed turnover events are over time), and (c) the changing quality and quantity of replacement hires. We examine these properties using data drawn from a sample of retail employees nested within stores of a prominent U.S. retail chain over five quarters, and show that the turnover rate (level) is conceptually and empirically distinct from turnover rate change, and that the two interact with each other to influence changes in unit performance. We also find that the relationship between turnover rate change and change in unit performance is moderated by both the quality of those who leave as well as turnover dispersion. Overall, we contribute to turnover rate, staffing, and human capital resource literatures by testing core context-emergent turnover theory propositions to show when, why, and how turnover rate change and replacement hires, as part of a holistic human capital resource system, influence unit performance

Stars--employees with disproportionately high and prolonged (a) performance, (b) visibility, and (c) relevant social capital--have garnered attention in economics, sociology, and management. However, star research is often isolated within these research disciplines. Thus, 3 distinct star research streams are evolving, each disconnected from the others and each bringing siloed theoretical perspectives, terms, and assumptions. A conceptual review of these perspectives reveals a focus on the expost effects that stars exert in organizations with little explanation of who a star is and how one becomes a star. To synthesize the stars literature across these 3 disciplines, we apply psychological theories, specifically motivation theories, to create an integrative framework for stars research. Thus, we present a unified stars definition and extend theory on the making, managing, and mobility of stars. We extend research about how and why employees may be motivated to become stars, how best to manage stars and their relationships with colleagues, and how to motivate star retention. We then outline directions for future research.

Creating a strong talent-development plan is essential to strengthening and sustaining the most important organizational resource, its talent. Succession planning, as part of a broad talent-management strategy, has long been considered a key tool for ensuring talent replacement. Although there is an increasing understanding of the relationship between talent and organizational performance, we still know little about the process involved in replenishing and sustaining talent. In this chapter, we lay out what we know, what we do not know, and what we speculate regarding the succession-planning process. This provides direction for academics and practitioners to think about how to maximize talent management by extending prior research and embarking toward stronger, more robust, systematic, succession-planning processes. We use a brief literature review to identify the current knowledge concerning succession research. Finally, we present findings from recent surveys on the succession-planning process.

The Advanced GAmma Tracking Array (AGATA) has been installed at the GANIL facility, Caen-France. This setup exploits the stable and radioactive heavy-ions beams delivered by the cyclotron accelerator complex of GANIL. Additionally, it benefits from a large palette of ancillary detectors and spectrometers to address in-beam γ-ray spectroscopy of exotic nuclei. The set-up has been designed to couple AGATA with a magnetic spectrometer, charged-particle and neutron detectors, scintillators for the detection of high-energy γ rays and other devices such as a plunger to measure nuclear lifetimes. In this paper, the design and the mechanical characteristics of the set-up are described. Based on simulations, expected performances of the AGATA l π array are presented. Title in WoS: Conceptual design of the AGATA 1 pi array at GANIL

The dynamic systems view of voluntary turnover rates advocated in context-emergent turnover theory is used to explore how and why human capital flows impact unit performance over time. We examine hiring rates and employee transfer rates as distinct system components that work alongside voluntary turnover rates to affect job demands, and ultimately patient satisfaction. Our work explores this dynamic system of interrelated constructs, and explains and compares their mutual causality over time. The sample examined consists of 12 nursing units in a large hospital over 72 monthly observations, with patient satisfaction as the measure of unit performance.

This paper introduces a radically different conceptualization of human capital resources that runs counter to the individual-level approaches that have dominated human capital theory for the last 50 years. We leverage insights from economics, strategy, human resources, and psychology to develop an integrated and holistic framework that defines the structure, function, levels, and combinations of human capital resources. This multidisciplinary framework redefines human capital resources as individual or unit-level capacities based on individual knowledge, skills, abilities, and other characteristics (KSAOs) that are accessible for unit-relevant purposes. The framework and definition offer three broad contributions. First, multidisciplinary communication is facilitated by providing precise definitions and distinctions between individual differences, KSAOs, human capital, human capital resources, and strategic human capital resources. Second, given that human capital resources originate in individuals’ KSAOs, multiple distinct types of human capital resources exist at individual and collective levels, and these types are much more diverse than the historical generic-specific distinction. Third, the multiple types of human capital resources may be combined within and across levels, via processes of emergence and complementarity. Consequently, the locus of competitive advantage has less to do with whether human capital resources are generic or specific but instead occurs because nearly all human capital resource combinations are complex, are firm-specific, and lack strategic (or efficient) factor markets. Overall, the proposed multidisciplinary framework opens new avenues for future research that challenge the prevailing literature’s treatment of human capital resources.

We develop a theory of collective turnover that emphasizes its microfoundation origins and unit-level consequences. Collective turnover is the quantity and quality of depletion of employee knowledge, skills, abilities, and other characteristics (KSAOs) from the unit, meaning that it is the collective loss of unit KSAOs. We ground our theory of collective turnover within the nomological network of human capital resources and resource-based theory. We then use this framework to examine the dynamic relationships between collective turnover and human capital resources and their effects on unit performance. We also describe the moderating impact of context (climate and environmental complexity) and time. Thus, we present context-emergent turnover (CET) theory.

The “Human Capital Resource (HCR) pipeline” is an organizational capacity that involves the internal, external, horizontal, and vertical flow of human capital resources in and out of an organization. The goal of an HCR pipeline is to ensure that the appropriate quality and quantity of HCRs are in place for the ongoing functioning of organizations. In turn, managing the HCR pipeline is the organizational capability to acquire, develop, and align individual or unit-level capacities to match unit-relevant purposes as they arise. It is necessary for organizations to think of managing the HCR pipeline as an ongoing process that involves the horizontal alignment, or congruence, of several human resources (HR) functions. This includes Staffing, through attraction, Selection, and Attrition. Once talent is in place, then it must be developed through Performance Appraisal, Succession Planning, and Training. It is also essential to align that talent with the organization’s objectives. This involves continuously matching talent with the appropriate role, including focusing on Internal Mobility, Fit, and Flexibility. Compensation also affects the HCR pipeline through Sorting (e.g., who is attracted to the pipeline) and its effects on how the HCR pipeline coordinates; however, heretofore, compensation has not been explicitly tied to the HCR pipeline. The HCR pipeline may also need to focus extra and different attention on Stars and executives or other employees who disproportionately contribute to organizational performance. The general idea of considering the HCR pipeline has been growing in importance, including the creation of a special interest group at the Strategic Management Society, and two journal special issues dedicated to the topic. Therefore, the concept of the HCR pipeline is an extension of this literature that highlights the dynamic nature of HCR that has thus far been looked at in a static lens.

During the AGATA campaign at GANIL, the neutron-deficient Sn region was populated via a multi-nucleon transfer reaction in order to directly measure the lifetime of the first excited states with a plunger device, providing complementary information to previous results obtained with Coulomb excitation experiments. The AGATA γ-ray array was used together with the VAMOS++ spectrometer to study the nuclei of interest. ispartof: Acta Physica Polonica B vol:48 issue:3 pages:331-336 ispartof: location:Zakopane: POLAND status: published

Zakopane Conference on Nuclear Physics - Extremes of the Nuclear Landscape -- AUG 28-SEP 04, 2016 -- Zakopane, POLAND, WOS: 000398717500011, Mirror energy differences (MED) are a direct consequence of isospin symmetry breaking. Moreover, the study of MED has proved to give valuable information of several nuclear structure properties. We present the results of an experiment performed in GANIL to study the MED in mirror nuclei Mg-23-Na-23 up to high spin. The experimental values are compared with state-of-the-art shell model calculations. This permits to enlighten several nuclear structure properties, such as the way in which the nucleons alignment proceeds, the radius variation with J, the role of the spin-orbit interaction and the importance of isospin symmetry breaking terms of nuclear origin.