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PurposeThis study focuses on gender differences in the relationship between transformational leadership and leader's occupational self‐efficacy. The aim is to explain how female and male leaders develop their self‐efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments).Design/methodology/approachA total of 58 leaders were asked to indicate their transformational leadership as well as their occupational self‐efficacy, and 113 followers to indicate these leaders' transformational leadership. Hypotheses were examined using regression analyses.FindingsWe found no significant relationship between self‐rated transformational leadership and occupational self‐efficacy for women, although we did find a positive relationship for men. No interaction effect with respect to leaders' occupational self‐efficacy could be found between leaders' gender and follower‐rated transformational leadership.Research limitations/implicationsWhereas the relationship between transformational leadership and occupational self‐efficacy was examined for men and women, we could not examine the processes that lead to the differences.Practical implicationsKnowing that female and male leaders differ in the relationship between transformational leadership and occupational self‐efficacy can help organizations to seek ways to build up their occupational self‐efficacy. This is especially important when considering that occupational self‐efficacy is related to performance in organizations.Originality/valueThe paper employs both leader and follower evaluations on leaders' transformational leadership to explore the relationship between transformational leadership and occupational self‐efficacy. The paper sheds light on the different processes involved in establishing occupational self‐efficacy.

This study tries to explain the relationship between characteristics of the employees (e.g., gender and working hours) and short-term absenteeism by examining the social cohesiveness of a team. Hypotheses are formulated concerning gender and working hours of employees, social cohesiveness, and short-term absenteeism. To test these hypotheses, network data on 56 employees in 8 comparable teams within an organization were collected. The results show that similarity in gender and percentage of full-time employees within a team were positively related to the social cohesiveness of a team and that social cohesiveness is negatively related to short-term absenteeism.

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.

The goal of this study was to examine individual, relational, & organizational determinants of negotiation behavior (problem solving, contending, yielding, & avoiding) between planning & marketing departments in manufacturing organizations. Results from a study among 41 managers & 85 planning & marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, & organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior -- specifically, the problem-solving approach -- was more likely when individuals were extraverted & agreeable, when employees perceived high interdepartmental interdependence, & when organizations did not have a low-cost strategy. Contending was more likely when individuals were extraverted & disagreeable, & yielding was more likely when department members perceived a power advantage vis-a-vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low-cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments. 4 Tables, 1 Appendix, 88 References. Adapted from the source document.

Contents: 1 Introduction to human resource management process / Charmi Patel, Huadong Yang and Karin Sanders -- Part I: The state of hr process research -- 2. Hr attributions: A critical review and research agenda / Rebecca Hewett -- 3. Hr strength: Past, current and future research / Karin Sanders, Timothy C. Bednall and Huadong Yang -- 4. Perceptions of hrm: When do we differ in perceptions? When is it meaningful to assess such differences? / Yvonne G.T. van Rossenberg -- Part II: New applications -- 5. Team leaders' hr attributions and their implications on teams and employee-level outcomes / Yucheng Zhang, Zhiling Wang and Xin Wei -- 6. Putting perceived hr credibility into the hrm process picture: Insights from the elaboration likelihood model / Xiaobei Li -- 7. Hrm system strength implementation: A multi-actor process perspective / Anna Bos-Nehles, Jordi Trullen and Mireia Valverde -- 8. The hard problem: Human resource management and performance / Keith Townsend, Kenneth Cafferkey, Tony Dundon and Safa Riaz -- 9. Employee attributions of talent management / Adelle Bish, Helen Shipton and Frances Jorgensen -- 10. Change within organizations: An attributional lens / Karin Sanders and Alannah Rafferty -- Part III: Strengths, weaknesses and future directions -- 11. Reflections on the hr landscape / Cheri Ostroff -- 12. The role of line managers in the hrm process / David E. Guest -- Index.

PurposeThe purpose of this paper is to offer insights regarding the consequences of relationship conflict among employees in terms of their task performance, contextual performance and turnover intentions. Utilizing a resource depletion approach in the backdrop of Conservation of Resources theory, it is hypothesized that the three-dimension burnout (exhaustion, cynicism and interpersonal strain) play a mediating role in influencing the linkages between relationship conflict and outcomes.Design/methodology/approachData were collected from 306 telecom engineers and their supervisors and analyzed using structural equation modeling to test the interrelationships among the study constructs.FindingsResults indicated that relationship conflict is negatively related to task performance and contextual performance and positively relates to turnover intentions, and that the three dimensions of job burnout, i.e. exhaustion, cynicism and interpersonal strain at work, distinctively mediate the linkages between relationship conflict, task and contextual performance and turnover intentions.Originality/valueThis study explores how relationship conflict transmits its effect to job performance and turnover intentions through mediation of burnout. All in all, the findings have important practical as well as theoretical implications for managers and academicians alike.

Purpose– The purpose of this paper is to examine underlying linkages between employees' intrinsic/extrinsic motivation and their task/contextual performance in a Pakistani health care and educational context. Employees' affective occupational and organizational commitments were proposed as mediators to explain these relationships.Design/methodology/approach– Data were collected from 181 doctors from a Pakistani hospital and 135 academics from a Pakistani university and analyzed using Baron and Kenney (1986) approach and Preacher and Hayes (2008) bootstrapping approach for testing multiple mediators simultaneously.Findings– As expected, intrinsic motivation is related to task performance (TP) and this relationship is mediated by affective occupational commitment. Extrinsic motivation is related both to TP and contextual performance (CP) and these relationships are mediated by affective organizational commitment.Research limitations/implications– Research has implications both for practitioners and academicians. The results highlight how different motivational orientations can produce different results and managers need to understand the different needs of employees while devising their human resource strategies. Employees can differ in their motivational orientations depending on their level of need, and can accordingly differ in their subsequent attitudes, performance and behaviors. Employees also need to choose jobs carefully after evaluating their motivational orientations.Originality/value– The current study recognizes the multi-dimensional nature of motivation and differentiates the effects of intrinsic and extrinsic motivational orientations of employees by establishing the unique linkages between these orientations and employee task and CP. The study also examines differential role of two foci of employee commitment in analyzing the main effects.

The aim of this study is to extend research on employee affective commitment in three ways: (1) instead of organizational commitment the focus is on occupational commitment; (2) the role of proactive personality on affective occupational commitment is examined; and (3) occupational satisfaction is examined as a mediator and political skills as moderator in the relationship between proactive personality and affective occupational commitment. Two connected studies, one in a hospital located in the private sector and one in a university located in the public sector, are carried out in Pakistan, drawing on a total sample of over 400 employees. The results show that proactive personality is positively related to affective occupational commitment, and that occupational satisfaction partly mediates the relationship between proactive personality and affective occupational commitment. No effect is found for a moderator effect of political skills in the relationship between proactive personality and affective occupational commitment. Political skills however moderate the relationship between proactive personality and affective organizational commitment. © 2011 The Author(s).

PurposeThis study examined the relationship between two types of mismatch (i.e. non‐correspondence between preferred and actual number of hours), and affective commitment. It was argued that specific groups of employees, i.e. women and part‐time working employees, attach more importance to their working hours and, therefore, are less likely to show affective commitment when they experience a mismatch.Design/methodology/approachUsing data from 222 employees of a Dutch Ministry, hypotheses were tested using regression analyses.FindingsIt was shown that a mismatch of working more hours was differentially related to the affective commitment of employees who wanted to work more and who wanted to work fewer hours. Moreover, gender and full‐time status were found to moderate the negative relationship between a mismatch and the affective commitment of employees who wants to work less.Research limitations/implicationsThe focus is on affective commitment; however, it is possible that other types of commitment are also associated with perceptions of psychological contract breach.Practical implicationsTailored HRM is needed: assisting employees with a mismatch wanting to work fewer hours can be achieved by allowing them more flexibility in their working schedules. Employees with a mismatch of wanting to work more hours can be assisted with additional support, e.g. shopping services.Originality/valueHRM practices can be tailored to different preferences: the value of this paper is the examination of different types of mismatch for different group of employees.