Encyclopedia of Career Development

Greenhaus, Jeffrey H.; Callanan, Gerard A.; Gibson, David R.

doi:10.4135/9781412952675

Cited by 115 publications

(107 citation statements)

References 4 publications

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“…Consequently, the recruitment of expatriates within MNCs could be positively affected. Greenhaus, Callanan and Godshalk (2000) note that organizations should consider implementing career-oriented human resource support systems. Human resource support systems that have a focus on career development, and are integrated with corporate business plans, appear to provide a strong foundation for companies in the achievement of their strategic goals (Greenhaus et al 2000) and will prevent expatriate underperformance (Buzási et al 1998).…”

Section: The International Journal Of Human Resource Management 841mentioning

confidence: 99%

“…Greenhaus, Callanan and Godshalk (2000) note that organizations should consider implementing career-oriented human resource support systems. Human resource support systems that have a focus on career development, and are integrated with corporate business plans, appear to provide a strong foundation for companies in the achievement of their strategic goals (Greenhaus et al 2000) and will prevent expatriate underperformance (Buzási et al 1998). This study demonstrates that MNCs could benefit significantly from similar systems, since turnover costs could be decreased and performance increased by putting an emphasis on career development.…”

Section: The International Journal Of Human Resource Management 841mentioning

confidence: 99%

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Expatriate career support: predicting expatriate turnover and performance

Heijden

Engen

Paauwe

2009

The International Journal of Human Resource Management

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Section: The International Journal Of Human Resource Management 841mentioning

confidence: 99%

Section: The International Journal Of Human Resource Management 841mentioning

confidence: 99%

Expatriate career support: predicting expatriate turnover and performance

Heijden

Engen

Paauwe

2009

The International Journal of Human Resource Management

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“…because it is such a key feature of the workplace (Breaugh and Becker 1987) and taps into a variety of prominent debates in HRM, ranging from discussions of the optimal use of employees' unique tacit knowledge that trace back all the way to Smith (1776) to questions involving employee motivation (Spector 1986;Humphrey, Nahrgang and Morgeson 2007) and job quality (Greenhaus and Callanan 1994;Gallie 2007). …”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Examples of workplace practices are practices related to recruitment and selection, compensation and benefits, training and development and work/life balance, but also, for instance, job autonomy, as studied by us. We focus our analysis on job autonomybecause it is such a key feature of the workplace (Breaugh and Becker 1987) and taps into a variety of prominent debates in HRM, ranging from discussions of the optimal use of employees' unique tacit knowledge that trace back all the way to Smith (1776) to questions involving employee motivation (Spector 1986;Humphrey, Nahrgang and Morgeson 2007) and job quality (Greenhaus and Callanan 1994;Gallie 2007).The main feature of our analysis is that we consider multiple extra-organizational contextual units of analysis simultaneously, specifically individuals within organizations that are nested in industries that are nested in countries that are nested in various supranational politico-institutional clusters. Substantively, we focus attention on the variation that occurs between the higher-level units of analysis, particularly on the comparative importance of these three units of analysis as a source of differences in job autonomy.…”

mentioning

confidence: 99%

How much does job autonomy vary across countries and other extra-organizational contexts?

Hoorn

2016

The International Journal of Human Resource Management

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1 This paper integrates the study of contextual influences on job autonomy as a key workplace practice with the growing literature on intra-country variation (ICV) versus between-country variation (BCV) in international HRM. While contexts such as industry or country are widely recognized to affect workplace practices such as job autonomy, the influences of different extra-organizational contexts are seldom examined simultaneously or their relative influence systematically compared. Similarly, while much research considers the importance of BCV vis-à-vis ICV in international HRM, little attention is paid to variation that occurs between sub-national or supranational contexts. To move forward on both these counts, we use multilevel analysis and empirically assess the comparative importance of industry as a sub-national context and politico-institutional clusters as a supranational context in addition to country context as sources of differences in job autonomy. Results indicate that inter-cluster variation can be substantially larger than inter-country variation, but that inter-industry dissimilarities tend to exceed both inter-cluster and inter-country dissimilarities. Hence, the main finding of our analysis is that dissimilarities in job autonomy associated with crossing country borders are not exceptionally large as employers and employees face larger dissimilarities in job autonomy when they move across industries.Implications of this finding both for international HRM and for international business and cross-cultural management more broadly are discussed. IntroductionWe consider differences in workplace practices, specifically job autonomy, across four hierarchical units of analysis, namely individuals (L1) that are nested in industries (L2) that are nested in countries (L3) that are nested in supranational clusters (L4). The backdrop to this analysis is a combination of two areas of research. The first of these concerns context as a source of differences in workplace practices such as job autonomy (Jackson, Schuler and Rivero 1989;Gooderham, Nordhaug and Ringdal 1999;Aycan et al. 2000;Von Glinow, Drost and Teagarden 2002). The second of these concerns the importance of within-or intracountry variation (ICV) vis-à-vis inter-or between-country variation (BCV), which is increasingly debated in international HRM ( . To do so, we rely on data from the well-known European Social Survey or ESS. This survey provides a unique data set, as it has collected questionnaire data on 3 workplace practices, specifically job autonomy, from nationally representative samples of respondents that cover 30 highly culturally and institutionally diverse countries as well as 62 two-digit industries (the complete industry division provided by Statistical Classification of Economic Activities developed by the statistical agency of the European Union, known as NACE codes). 3 As indicated, the specific workplace practice that we study is job autonomy, which refers to the degree to which a job "provides substantial freedom, independence...

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“…Dalam konteks organisasi, program pembangunan kerjaya merupakan fungsi jabatan pengurusan sumber manusia yang sangat penting (Wilkens & Nermerich 2011;Ismail et al 2013) kerana ia merujuk kepada bagaimana seseorang majikan atau pengurus merangka dan merekabentuk program kerjaya bagi membolehkan pekerja menyesuaikan minat dan kebolehan mereka dengan perubahan-perubahan dan peluang-peluang dalam organisasi. Program pembangunan ini merupakan satu usaha yang dirancang oleh organisasi untuk memotivasikan pekerja dalam memilih pekerjaan dan profesion bukan semata-mata untuk memperoleh gaji sahaja, malah untuk mencapai perkembangan yang lebih baik dalam kerjaya (Greenhaus et al 2000;Martin et al 2001;Baruch 2004;Theodossiou & Zangelis 2009). …”

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Ismail

Hisham

2017

HADHARI

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ABSTRAKBerdasarkan kajian literatur pembangunan modal insan daripada perspektif Islam dan empirikal, pengurus biasanya melaksanakan dua kaedah yang sangat penting dalam membangunkan kerjaya pekerja iaitu, autonomi kerja dan mengamalkan gaya kepimpinan transformasi. Keupayaan pengurus mengamalkan kaedah tersebut dapat membantu meningkatkan kelakuan proaktif pekerja. Yang lebih penting, kajian yang dilaksanakan baru-baru ini mendapati bahawa keupayaan pengurus melaksanakan tugas dan tanggungjawab dalam membangunkan kerjaya pekerja dapat meningkatkan kelakuan proaktif pekerja, dan keadaan ini pula boleh memberi peluang kepada

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Encyclopedia of Career Development

Cited by 115 publications

References 4 publications

Expatriate career support: predicting expatriate turnover and performance

Expatriate career support: predicting expatriate turnover and performance

How much does job autonomy vary across countries and other extra-organizational contexts?

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