The Expectation of Experts &amp; Human Resource Practice

Abraham, Jocelyne; Saulquin, Jean-Yves; Soparnot, Richard

doi:10.5465/ambpp.2012.10409abstract

Cited by 2 publications

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“…Our moderator variable was measured via a dichotomous scale wherein experts were coded 1 and other employees were coded 0. Following the work of Abraham et al (2013), employees were divided into two groups based on the classification used by the management of the surveyed organisation's HRM function. Specifically, employees were categorised according to five levels of contribution: 1 -works under supervision; 2 -is autonomous; 3 -solves problems; 4 -innovates; and 5 -acts as a leader.…”

Section: Methodsmentioning

confidence: 99%

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What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

Renaud

Morin

Saulquin

et al. 2015

International Journal of Manpower

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Purpose -The purpose of this paper is to answer the following two questions: What are the HRM practices that have a significant impact on employees' functional retention?, and Does the impact of these HRM practices on functional retention differ based on the employee's status as an expert or a non-expert? Our theoretical foundation rests on human capital theory and social exchange theory. Design/methodology/approach -This study uses longitudinal data that come from multiple surveys conducted on new employees within a Canadian subsidiary of an international information technology (IT) firm. Findings -Results show that four out of five HRM practices under study have a significant and positive impact on functional retention of employees regardless of their expert status: satisfaction with a respectful and stimulating work environment, satisfaction with training and development, satisfaction with innovative benefits and satisfaction with incentive compensation significantly increase functional retention of employees. Functional retention was found to be higher for experts than for their non-expert counterparts. Last, results show that expert/non-expert status play a moderating role between HRM practices and functional retention. Originality/value -In short, this study offers five main contributions to the literature: first, it focuses on retention rather than turnover; second, it goes further by examining functional retention as the dependant variable; third, it distinguishes between two categories of employees: experts and non-experts; fourth, it extends the limited literature on IT workers, HRM practices and retention; and fifth, it is based on longitudinal data whereas the overwhelming majority of published studies have been based on cross-sectional data.

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Section: Methodsmentioning

confidence: 99%

“…This loss generates costs incurred to re-acquire the skills possessed by the expert who left. It also affects an organisation's attractiveness on the labour market (Abraham et al, 2013). Ballow et al (2004, p. 27) noted that "some of the assets valued by the market but overlooked by management are intangibles".…”

Section: Ijm 363mentioning

confidence: 98%

What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

Renaud

Morin

Saulquin

et al. 2015

International Journal of Manpower

Self Cite

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“…While only one senior executive could be contacted at any point in time, the remaining two names were used as back up, in case the senior executive contacted was unavailable or had chosen not to participate in the survey. The surveys were distributed using the online survey tool, SurveyMonkey, a popular Internet based survey and evaluation tool (Abraham et al, 2014). The development of the surveys is further elaborated in Section 3.4.1.…”

Section: Data Collection Proceduresmentioning

confidence: 99%

The study of the communication of intellectual capital

Wee¹

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The study examines the communication of intellectual capital (CIC), defined as information disclosure of an organization's intangible assets through annual report and supplementary corporate disclosure (ARS). Three research gaps were identified: (1)There is insufficient understanding of the drivers behind corporate disclosure of IC in the ARS; (2) How IC is communicated for corporate reporting, particularly content and formats used; and (3) The relationship between CIC and organizational performance (OP) has not been established.The study of CIC draws from three theoretical perspectives. Stakeholder Theory ascribes management responsibility to report to multiple stakeholders and interests.Thus the need to explore factors underlying CIC (RO1). Legitimacy Theory highlights management's discretion in reporting based on perceived importance to stakeholders, which questions what and how CIC is reported (RO2A). Finally, Impression Management Theory suggests possible influence of CIC in enhancing perception of respectability and importance, thus the examination of the relationship between CIC and OP (RO2B).To gather empirical evidence, data was collected from surveys, 1-to-1 interviews and ARS. Two global surveys were conducted with 200 senior executives of banks responsible for ARS, supplemented with 1-to-1 interviews from a smaller subset of executives. To address RO1, factor analysis was applied on the survey results, supplemented with 1-to-1 interviews. For RO2A, ANOVA analysis and content analysis was undertaken on ARS, supplemented with 1-to-1 interviews. For RO2B, Negative Binomial Regression was used to investigate the relationship between CIC and OP.In RO1, four factors were found to drive organizations in CIC, namely compliance, management responsibility to stakeholders, corporate leadership and collective behavior. Stakeholder Theory applied in the context of CIC uncovered four main groups of stakeholders to focus -regulators, community-at-large, investors, stockbrokers and analysts, and peers. In RO2A, structural capital information (SCI) guidance and good advice. I am eternally grateful to him, as he has opened up a whole new world of academic research and publishing, building on my passion for research. I have made the right choice in choosing Wee Kim Wee School of Communications & Information (WKWSCI) at Nanyang Technological University for my Masters and Doctorate pursuits, as the school has built an amazing team of professors to learn from.

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The Expectation of Experts & Human Resource Practice

Cited by 2 publications

References 0 publications

What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

The study of the communication of intellectual capital

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