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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).

Employee referral hiring, an organization's use of current employees' social networks (referrers) to fill job openings with new hires (referred workers), is a popular organization practice. This topic has been studied for decades by scholars, and research remains vibrant across several disciplines. While reviews of recruitment methods and their influence on job seekers and organizations exist, they give minimal attention to employee referrals. This gap is critical because an assessment of the employee referral literature exposes numerous theories, deviations in methodological approaches, and other important nuances. The research developed, and emerging across different disciplines, is also disconnected, often overlooking promising findings from each other. Furthermore, the impact of technology and the changing nature of work requires a renewed attention to the methodological and theoretical underpinnings of the referring phenomenon. Our review integrates the multidisciplinary literature to address important knowledge gaps and confront the underlying complexities of the referral hiring phenomenon. We review 101 relevant referral hiring studies from 86 published and unpublished articles across a variety of disciplines, and, in the process, we develop a model of employee referral hiring in organizations. This model portrays the pathways and contextual variables that describe the referring process (e.g., referrer motivations, the hiring process, and referrer and referred worker outcomes). Last, we advance an agenda for future research on this promising topic. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

We draw on relative deprivation theory to examine how the context influences the relationship between employees’ perceptions of gender discrimination and outcomes at work using a meta-analysis and two complementary empirical studies. Our meta-analysis includes 85 correlations from published and unpublished studies from around the world to assess correlates of perceived workplace gender discrimination that have significant implications for employees. We extend relative deprivation theory to identify national differences in labor laws and cultural norms as contextual factors that affect the threshold for feeling deprived and moderate the relationship between perceived workplace gender discrimination and employee outcomes. Findings show that perceived gender discrimination is negatively related to job attitudes, physical health outcomes and behaviors, psychological health, and work-related outcomes (job-based and relationship-based). Correlations between perceived workplace gender discrimination and physical health outcomes and behaviors were stronger in countries with more broadly integrated labor policies and stringently enforced labor practices focused on promoting gender equality. Correlations were also stronger in countries with more gender-egalitarian cultural practices across multiple employee outcomes of perceived workplace gender discrimination. Further, results from two complementary studies (one employee survey and one experiment) supported the meta-analytic findings and provided evidence of the relative deprivation rationale central to our theory. Implications for research and practice include the need to consider the influence of the country context in organizational decisions to prevent and address gender discrimination and its consequences for employees and ultimately, for employers.

A great deal of research has been devoted to understanding the organizational returns of employee referral programs, particularly with respect to outcomes involving those hired through the referral process. Yet, no work has addressed whether the presence of a referral hire (i.e., the referred candidate who is hired and working in the firm) is related to behavioral outcomes for the referrer. Drawing on the social enrichment perspective, we theorize how referral hire presence (RHP), which is the time during which the referrer’s and the referral hire’s employment spells overlap, impacts referrer behavior. Using data from 265 referrers in a U.S. call center, we found that RHP was negatively related to referrer voluntary turnover and positively related to referrer job performance. Further, results from a supplemental experimental study supported our social enrichment rationale for the field study relationships, as the construct was associated with both RHP and additional attitudes known to be proximal predictors of turnover and performance. We also explore boundary conditions for the RHP effect in the call center data, revealing a nuanced mix of moderators of RHP effects. Overall, our findings provide the first evidence for the role of social enrichment, possible modifications to the well-established social enrichment perspective in the workplace, and evidence that understanding the impact of referral hiring necessitates careful consideration of the behavioral consequences for the referrer.

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).

Summary We combine the interactional model of cultural diversity (IMCD) and relative deprivation theory to examine employee outcomes of perceived workplace racial discrimination. Using 79 effect sizes from published and unpublished studies, we meta-analyze the relationships between perceived racial discrimination and several important employee outcomes that have potential implications for organizational performance. In response to calls to examine the context surrounding discrimination, we test whether the severity of these outcomes depends on changes to employment law that reflect increasing societal concern for equality and on the characteristics of those sampled. Perceived racial discrimination was negatively related to job attitudes, physical health, psychological health, organizational citizenship behavior, and perceived diversity climate and positively related to coping behavior. The effect of perceived racial discrimination on job attitudes was stronger in studies published after the Civil Rights Act of 1991 was passed than before. Results provide some evidence that effect sizes were stronger the more women and minorities were in the samples, indicating that these groups are more likely to perceive discrimination and/or respond more strongly to perceived discrimination. Our findings extend the IMCD and relative deprivation theory to consider how contextual factors including changes to employment law influence employee outcomes of perceived workplace discrimination. Copyright © 2015 John Wiley & Sons, Ltd.

The literature on employee referral hiring gives little attention to referrers. Synthesizing 2 theories in the literature (the better match and social enrichment accounts), through the lens of social resources theory, I provide a conceptual and empirical breakdown of the effects of referrer quality (referrer performance at hire and referrer tenure at hire) and posthire accessibility (referrer employment and referrer–referral hire job congruence) on referral hire performance and likelihood of voluntary turnover. I tested my hypotheses with longitudinal data from 386 referrer–referral hire pairs at the same job level in a U.S. call center over a 2-year period. Across analyses of 2 performance criteria (calls/hour and quality) and likelihood of leaving, I found a nuanced mix of benefits and liabilities that illuminate potential boundary conditions of the revised theories. Referral hires from high-performing referrers performed better but had higher turnover propensities than those from lower performing referrers. Longer-tenured employees also produced better performing referral hires, up to a point. Referral hires were less likely to leave, provided their referrer remained employed, but they performed less effectively under this condition. Similarly, referral hires performed worse when their job was congruent with their referrer's job. Theoretical and practical implications are discussed

Invoking strategic human resource management (SHRM) theory and tenets of the resource-based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two-year period, our results suggest that minority opportunity-based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.

This study compares national cultural distance (NCD) measures based on Hofstede and Project GLOBE to determine their relative ability to predict organizational commitment (OC) and workplace cultura...

While there have been numerous reviews of recruitment methods and their impact on organizations, limited attention has been given to the specific intricacies of employee referral hiring. Employee r...

Research has provided strong evidence that employee job referrals result in positive organizational and job seeker outcomes. Yet research has been limited on how organizations can actually increase...

Firm growth takes multiple forms, yet the preponderance of firm growth research considers only one form of growth and implicitly treats the various other forms as interchangeable. We merge the firm...

Research has confirmed that employee job referrals result in positive job seeker and organizational outcomes. Yet, little research has been conducted on the motivating and de-motivating forces behi...

Research has confirmed that employee job referrals result in positive job seeker and organizational outcomes. Yet little research has been conducted on the motivating forces behind a referrer’s dec...

A plethora of research has been devoted to understanding the value added to organizations through their employee referral programs. However, the research has been one-sided and focused on employee ...