Competitive Advantage Through People: Unleashing the Power of the Work Force.

MacDuffie, John Paul; Pfeffer, Jeffrey

doi:10.2307/2393796

Cited by 147 publications

(8 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Indeed, numerous scholars have suggested that PFP compensation should be a "best practice" for all organizations at all times [12,13,[15][16][17][27][28][29][30]. Further, by using PFP compensation programs, they have suggested that the improvement of organizational performance can be achieved.…”

Section: Pay For Performance (Pfp)mentioning

confidence: 99%

Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners

Kang

Lee

2021

Sustainability

View full text Add to dashboard Cite

By building on compensation literature, the current study explored and identified the ties between workers’ competencies, corporate cultures, and compensation schemes. These schemes were typically the subject of literature on the factors dealing with the implementation of incentive systems for pay for performance (PFP) or problems that can lead to a PFP system’s failure. Unfortunately, when it comes to research that HR education practitioners may do, the literature has been scarce. It shows which organizational elements might be necessary to examine when deciding whether a PFP or an alternative compensation program is acceptable. This study aimed to add insight into this gap in research. The findings of this study showed from the use of data from 385 American employees in the manufacturing industry that there are significant relationships statistically between employee competencies and organizational cultures and those findings can be corroborated with existing researches, suggesting compensation schemes were related to multiple types of competence organizations and different organization cultures, thus adding meaningfully to the current literature.

show abstract

Section: Pay For Performance (Pfp)mentioning

confidence: 99%

Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners

Kang

Lee

2021

Sustainability

View full text Add to dashboard Cite

show abstract

“…Many HR practices are motivated by efforts to create competitive advantage through better trained employees, promoting diversity and a broader vision, being open to new ideas, and supporting employee involvement and commitment (Becker & Huselid, 1998;Ichniowski, Shaw, & Prennushi, 1997;Kochan & Osterman, 1994;MacDuffie, 1995). In this study, we focus on two types of HR practices: training-oriented and diversity-oriented.…”

Section: Human Resource (Hr) Practicesmentioning

confidence: 99%

A field study of group diversity, workgroup context, and performance

2004

View full text Add to dashboard Cite

SummaryWe explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people-and competition-oriented), strategies (stability-, growth-and customer-oriented), and human resource practices (diversity-and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer-and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training-and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders.

show abstract

“…On the other hand, given that CSR activities are planned and conducted at the corporate level in pursuit of continuous growth and sustainable competitive advantage, human resources such as team-level organizations within a company can be a vital source of competitive advantage [ 25 , 26 ]. In a team-level corporate unit, interactions with the team leader and team members are of crucial importance.…”

Section: Introductionmentioning

confidence: 99%

Leader’s Perception of Corporate Social Responsibility and Team Members’ Psychological Well-Being: Mediating Effects of Value Congruence Climate and Pro-Social Behavior

Jeong

Choi

Kang

2022

IJERPH

View full text Add to dashboard Cite

Previous research, that showed that corporate social responsibility (CSR) had positive effects on the corporate image and performance, has attracted much attention and resulted in an increasing number of follow-up studies. However, CSR-related activities are focused on their effect on external stakeholders, although they are social service activities geared towards internal and external stakeholders, thus showing a research gap regarding the effects of internal stakeholders on organizational effectiveness. Therefore, this study investigated the mediating effects of the value congruence climate and prosocial behavior among the team members in the relationship between leader’s CSR perception and team members’ psychological well-being, using a multilevel analysis of the relationship between the team and individual level factors. For the empirical analysis, 69 teams (334 employees) were sampled from 23 Korean small and medium-sized enterprises (SMEs). Analyses revealed a positive effect of a leader’s CSR perception on the team members’ psychological well-being. Furthermore, a leader’s CSR perception had a positive effect on his/her team’s value congruence environment and team members’ prosocial behavior. The team’s value congruence environment and team members’ prosocial behavior were found to mediate the relationship between the leader’s CSR perception and team members’ psychological well-being. The relationships among these variables were investigated using a multilevel analysis model capable of simultaneous validation of team- and individual-level factors associated with team members’ psychological well-being. Future research directions were then discussed based on the theoretical and practical implications and limitations of the study results.

show abstract

Competitive Advantage Through People: Unleashing the Power of the Work Force.

Cited by 147 publications

References 0 publications

Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners

Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners

A field study of group diversity, workgroup context, and performance

Leader’s Perception of Corporate Social Responsibility and Team Members’ Psychological Well-Being: Mediating Effects of Value Congruence Climate and Pro-Social Behavior

Contact Info

Product

Resources

About