Human resources reputation and effectiveness

Ferris, Gerald R.; Perrewé, Pamela L.; Ranft, Annette L.; Zinko, Robert; Stoner, Jason; Brouer, Robyn L.; Laird, Mary Dana

doi:10.1016/j.hrmr.2007.03.003

Cited by 66 publications

(99 citation statements)

References 55 publications

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“…Furthermore, an individual with a powerful reputation who belongs to or joins a group may not just affect the external view of an organization. Indeed, when an individual with a powerful reputation joins a new department of an organization as its head, that department may gain additional resources (Ferris, Perrewe, Ranft, Zinko, Stoner, Brouer, & Laird, 2008).…”

Section: The Context Of Personal Reputationmentioning

confidence: 99%

Personal reputation and the organization

Zinko

Rubin

2015

Journal of Management & Organization

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This self-archived version is provided for non-commercial and scholarly purposes only.The APA (6 th ed) style reference for this article is as follows: M. (2015). Personal reputation and the organization. J ournal of Management and Organization, 21, 217-236. doi: 10.1017/jmo.2014.76 REPUTATION AND THE ORGANIZATION 2 Abstract Drawing from fields such as marketing psychology, strategy, social psychology, and organizational behavior, the present examination explores the individual and organizational bases for personal reputation; specifically, how different bases interact with one another to produce an individual's reputation within organizations. It is proposed that individuals use personal reputations to satisfy their need for positive self-esteem as well as to secure their sense of belonging in organizations. Furthermore, reputation allows individuals to obtain rewards such as autonomy, power, and career success and the opportunity to signal key information to audiences. Likewise, organizations utilize personal reputations to predict their members' behaviors, market those who are a part of the organization to others, build their own corporate reputations, and signal information to consumers and competitors. To further this understanding of personal reputation an examination is presented as to how organizations serve as an essential context within which individuals realize their personal reputations and regulate their behavior.

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Section: The Context Of Personal Reputationmentioning

confidence: 99%

Personal reputation and the organization

Zinko

Rubin

2015

Journal of Management & Organization

Self Cite

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“…There is a tendency in the field of HRM to divide the historical evolution of HRM into distinct stages (Ferris et al, 2007). Recently , Cleveland, Byrne and Cavanagh (2015), and Ulrich and Dulebohn (2015) distinguished among four consecutive phases in the development of HRM, namely (1) HRM administration, (2) HRM practice (the design of innovative practices), (3) HRM strategy (alignment of HRM practices to business strategy) and (4) HRM and context (connecting HRM to the broader context in which businesses operate).…”

Section: Literature Reviewmentioning

confidence: 99%

Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

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“…Bass (1985) said that the transformational leadership Theory is the theory about leader who is able to explain the principle of the organizational change management most while Avolio, Bass & Jung (1999) had proposed the Model of Full Range of Leadership which consisted of 3 leaderships as follows, transformational leadership, Transactional Leadership, and Laissez-faire Leadership. Ferris et al (2007) and Robbins, Judge & Campbell (2010) said that leader is a person who can inspire the follower through his work, thought, and acting behavior and there were 2 significant theories in this group which were Power Leadership and transformational leadership.…”

Section: Literature Review To Creating Concept Framework and Researchmentioning

confidence: 99%

Transformational leadership climate through learning organization toward the organizational development

2017

J. adm. bus. stud.

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Abstract. The purposes of this research were 1) to study transformational leadership toward the organizational development and 2) to study learning organization toward the organizational development. The sample groups in this research were 400 people for academic personnel and academic support personnel of national universities in Bangkok by using questionnaire as a research tool. The statistics used in data analysis were percentage, mean, standard deviation, and hypothesis testing by using regression analytical statistic. From studying the research result; transformational leadership, learning organization, and overall organizational development were at high level. The hypothesis testing result found that transformational leadership a had positive in luence on learning organization and learning organization had a positive in luence on organizational development, then the result of this research made us aware of the of icial relationship of transformational Leadership with learning organization by in luencing organizational development. Moreover, this could be a guideline for executives to apply to the operational roles and to de ine the organization's policy in order to maximize the organizational development ef iciency.

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Human resources reputation and effectiveness

Cited by 66 publications

References 55 publications

Personal reputation and the organization

Personal reputation and the organization

Research trends in the <i>South African Journal of Human Resource Management<i>

Transformational leadership climate through learning organization toward the organizational development

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