3 Staffing Twenty‐first‐century Organizations

Cascio, Wayne F.; Aguinis, Herman

doi:10.1080/19416520802211461

Cited by 66 publications

(34 citation statements)

References 113 publications

(108 reference statements)

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“…As Tregaskis, Heraty, and Morley (2001) argued, "larger organisations, by their nature and structure…are…more likely to have the resources to invest in sustaining an internal labour market" (p. 45). A growing body of literature points to greater emphasis on developing global competence and building global talent programs (Cascio & Aguinis, 2008). In this regard, drawing on talent pools beyond the home country through, for example, the deployment of TCNs or inpatriates emerges as a key means of globalizing the workforce (Harvey et al, 2000(Harvey et al, , 2001.…”

Section: H1: the Use Of A) Inpatriates And B) Tcns Will Vary Accordinmentioning

confidence: 99%

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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Studying the flows of parent country nationals in multinational enterprises (MNEs) to subsidiary operations has a relatively long tradition. Studying flows of subsidiary employees to other subsidiaries, as third country nationals, and to the corporate headquarters, as inpatriates, however, has empirically, much less pedigree. Drawing on a large-scale empirical study of MNEs in Ireland, this paper provides a benchmark of outward flows of international assignees from the Irish subsidiaries of foreign owned MNEs to both corporate headquarters and other worldwide operations. Building on insights from the resource-based view and neoinstitutional theory, we develop and test a theoretical model to explain outward staffing flows. The results show that almost half of all MNEs use some form of outward staffing flows from their Irish operations. Although the impact of specific variables in explaining interorganization variation differs between the utilization of inpatriate and third country national assignments, overall we find that a number of headquarters, subsidiary, structural, and human resource systems factors emerge as strong predictors of outward staffing flows.

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Section: H1: the Use Of A) Inpatriates And B) Tcns Will Vary Accordinmentioning

confidence: 99%

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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“…Consequently, selection processes require on-going evaluation and monitoring regarding candidates' perceptions (Cascio & Aguinis 2008). Research shows fair selection processes positively influence an organisation's continued ability to attract the best candidates and recruit effectively within a given job market (Schmitt & Chan 1999).…”

Section: How Do Candidates React When Sitting Sjts?mentioning

confidence: 99%

Situational judgement tests in medical education and training: Research, theory and practice: AMEE Guide No. 100

Patterson¹,

Zibarras²,

Ashworth³

2015

Medical Teacher

175

228

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Vicki specialises in the fields of assessment and selection, evaluation and organisational development, delivering bespoke solutions to public and private sector clients in the UK and internationally. Permanent repository link Acknowledgements:We especially would like to thank Anna Rosselli and Fran Cousans for their support in preparing the final manuscript. reactions to a number of hypothetical role-relevant scenarios, which reflect situations candidates are likely to encounter in the target role. These scenarios are based on a detailed analysis of the role and should be developed in collaboration with subject matter experts, in order to accurately assess the key attributes that are associated with competent performance.From a theoretical perspective, SJTs are believed to measure prosocial Implicit Trait Policies (ITPs), which are shaped by socialisation processes that teach the utility of expressing certain traits in different settings such as agreeable expressions (e.g. helping others in need), or disagreeable actions (e.g. advancing ones own interest at others expense).

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“…Unfortunately, many organizations do not realize the difference between the current skills and abilities, and the ability to adapt, grow and develop to handle complex future work roles and responsibilities (Silzer & Church, 2010). Hence, they mostly rely on employees' current skills, abilities and present performance to identify future potential (Cappelli & Keller, 2014), knowing that it is extremely difficult to predict future performance in a new role based on the past performance of employees (Cascio & Aguinis, 2008). These practices are highlighted by Church and Silzer (2014) when they mentioned that many senior executives "continue to assess future potential based on either current performance or their own personal perspective and success story (the "like me" phenomena) which may or may not be grounded in what is needed for the future of the business" (Church & Silzer, 2014, p. 51).…”

Section: Identification Of Hipo Employees and Challengesmentioning

confidence: 99%

High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

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3 Staffing Twenty‐first‐century Organizations

Cited by 66 publications

References 113 publications

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Situational judgement tests in medical education and training: Research, theory and practice: AMEE Guide No. 100

High potential programs and employee outcomes

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