Are Small Firms More Beautiful or Is Bigger Better? A Study of Compensating Differentials and Law Firm Internal Labor Markets

Wallace, Jean E.; Kay, Fiona M.

doi:10.1111/j.1533-8525.2009.01149.x

Cited by 25 publications

(19 citation statements)

References 74 publications

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“…That is, the fact that an organization is large will not be a direct logical reason for members to become committed to the organization, but the experiences and the benefits of size could instigate organizational commitment. This is consistent with findings that experiences of organizational support (Islam et al, 2013;Meyer et al, 2002), opportunities for promotion (Slichter, 1919;Yang et al, 2004;Wallace & Kay, 2009) and career growth opportunities (Barber et al, 1999) were antecedents of job satisfaction and employee retention. We, therefore, determined that any direct correlation between size and commitment would be spurious and meaningless, but meaningful relationship between the two factors could be established through mediating factors.…”

Section: Designsupporting

confidence: 89%

“…This finding appeared persistent across other studies (such as Baron et al, 1986;Yang et al, 2004;Hollister, 2004) that found strong positive associations between organizational size, FILM and promotion ladders in organizations. In addition, Wallace and Kay (2009) found that larger organizations were associated with a larger degree of employee perceptions of ample promotional opportunities.…”

Section: Organizational Size Film and Organizational Commitmentmentioning

confidence: 98%

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Path Analysis between Organizational Size and Forms of Organizational Commitment

Oyinlade¹,

Christo²

2020

AJIBM

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This study attempted to predict the relationship between organizational size and the three established forms of organizational commitment: affective, normative and continuance. We found no statistical evidence or compelling logic to ascertain that organizational size, in itself, will be a meaningful direct predictor of each of the three forms of organizational commitment, and any statistical significance of such relationship would be spurious and meaningless. However, we tested for indirect relationships between size and the commitment variants through five selected mediating variables. We tested the null for three model and 18 path hypotheses using the structural equation model. Our findings showed a fit between our data and model for predicting both affective and normative but not continuance commitment. All 18 path hypotheses were statistically significant as each mediating variable and the commitment variables were predicted by their antecedents. The study showed that perceived firm internal labor market (FILM) upward mobility propensity, voluntary employee organizational involvement, and employee investments in their organizations significantly predicted organizational commitment, especially the affective and normative types.

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Section: Designsupporting

confidence: 89%

Section: Organizational Size Film and Organizational Commitmentmentioning

confidence: 98%

Path Analysis between Organizational Size and Forms of Organizational Commitment

Oyinlade¹,

Christo²

2020

AJIBM

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“…One explanation could be that in small firms each employee mostly has more individual responsibility and holds various functions that require more general skills while their counterparts at large firms need more firm-specific and specialized knowledge [220,221]. This opens greater opportunities for individual choices and more flexible career paths for employees in small firms [221]. Given the very slight difference between firms that implement PSS and firms that do not, results indicate that good internal career opportunities are not distinctive to fashion firms that implement PSS.…”

Section: People Management Systemmentioning

confidence: 99%

The Role of Human Resource Management (HRM) for the Implementation of Sustainable Product-Service Systems (PSS)—An Analysis of Fashion Retailers

Adam

2018

Sustainability

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Implementation of product-service systems (PSS) requires structural changes in the way that business in manufacturing industries is traditionally conducted. Literature frequently mentions the importance of human resource management (HRM), since people are involved in the entire process of PSS development and employees are the primary link to customers. However, to this day, no study has provided empirical evidence whether and in what way HRM of firms that implement PSS differs from HRM of firms that solely run a traditional manufacturing-based business model. The aim of this study is to contribute to closing this gap by investigating the particular HR components of manufacturing firms that implement PSS and compare it with the HRM of firms that do not. The context of this study is the fashion industry, which is an ideal setting since it is a mature and highly competitive industry that is well-documented for causing significant environmental impact. PSS present a promising opportunity for fashion firms to differentiate and mitigate the industry's ecological footprint. Analysis of variance (ANOVA) was conducted to analyze data of 102 international fashion firms. Findings reveal a significant higher focus on nearly the entire spectrum of HRM components of firms that implement PSS compared with firms that do not. Empirical findings and their interpretation are utilized to propose a general framework of the role of HRM for PSS implementation. This serves as a departure point for both scholars and practitioners for further research, and fosters the understanding of the role of HRM for managing PSS implementation.

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“…While mean earnings for men are between $100,000 and $125,000, the mean for women is one category lower at $80,000 to $100,000 (p < .001). Earnings for the average woman are about one-half standard deviation behind earnings for the average man, despite the fact that women are employed at larger firms which are typically more lucrative (Heinz et al 2005;Wallace and Kay 2009).…”

Section: Open-ended Response Analysismentioning

confidence: 99%

Dismissed with Prejudice: Gender Inequality in the Utah Legal Market

Flake¹

2011

SSRN Journal

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With the increasing feminization of the legal profession in the United States over the last half century, past research has documented the prevalence and transformation of gender inequality in law firms. However, relatively little is known about gender inequality in small, conservative legal markets like Utah. This thesis examines data from the 2008-2009 Utah Attorney Advancement and Retention Survey. The analyses indicate that relative to their male colleagues, women earned less in 2007 and are less likely to procure higher quality job assignments than their peers. The most promising explanations for these disparities include employment sector, gender and motherhood statuses, and year of bar admittance. Contrary to the results of past work, analyses find little or no effect for several traditional predictors of gender gaps including marital status, mentoring, tokenism, firm size, and hours billed. Openended responses reveal that while overt discrimination exists to some degree in Utah firms, most inequitable treatment has taken on subtle forms such as exclusion from the "good old boys" network, perpetuation of traditional gender roles and stereotypes, and differential opportunity paths and structures.

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Are Small Firms More Beautiful or Is Bigger Better? A Study of Compensating Differentials and Law Firm Internal Labor Markets

Cited by 25 publications

References 74 publications

Path Analysis between Organizational Size and Forms of Organizational Commitment

Path Analysis between Organizational Size and Forms of Organizational Commitment

The Role of Human Resource Management (HRM) for the Implementation of Sustainable Product-Service Systems (PSS)—An Analysis of Fashion Retailers

Dismissed with Prejudice: Gender Inequality in the Utah Legal Market

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