Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood of referring. Results largely supported our predictions. Referral bonus presence, referral bonus amount, and affective commitment digitalcommons.unl.edu P i e p e r e t a l . i n H u m a n R e s o u r c e M a n a g e m e n t ( 2 0 1 7 ) 2 positively related to likelihood of referring, while perceived risk in referring negatively related to likelihood of referring. The findings also suggest that larger referral bonuses can help offset perceived risk in referring and low affective commitment levels. We contribute to the literature by developing theory, expanding the scope of the current referral literature, and offering a quantitative examination of previously theorized variables in the referring process. We conclude with suggestions to practicing managers on ways to improve the motivating potential of their employee referral programs.

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Purpose The purpose of this study is to unite research in cultural intelligence (CQ), core confidence and multitasking to examine how these characteristics interplay in the perceptions of global leadership effectiveness. Design/methodology/approach The sample comprised 149 employees, mostly managers from 21 countries with 18 native languages spoken who had global leadership experience while working fulltime for international organizations. Relationships were examined using the hierarchical linear regression of survey data. Findings Support is found for core confidence moderating the relationship between CQ and other-rated and self-rated perceptions of global leadership effectiveness such that the relationship is stronger when leader core confidence is high. Moreover, support is found for CQ and core confidence having positive relationships with self-rated perceptions of global leadership effectiveness, and the study found a positive relationship between CQ and multitasking. Practical implications The relationships studied provide practitioners with information to supplement the employee selection process for global leaders. The ability to assess current or future employees and hedge organizational risk in assignment to global leadership positions could have a significant impact. Originality/value This study contributes to the literature by investigating individual characteristics contributing to the perceptions of global leadership effectiveness. Because perceptions are often acted on as if reality and globalization in our personal and work lives is expansive, understanding these relationships is important.

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