Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management's enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management's beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management's implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager' span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.
The prominent role of competency development in enhancing the success of employees and organizations has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resource practices. Unfortunately, this strong managerial interest has not been fully translated into the academic world, creating a gap between theory and practice. The main purpose of this study is to fill this gap by exploring the nature of competency development in 22 Flemish organizations through a longitudinal multiple case study design. By using a grounded theory approach, a framework has emerged mapping out the different steps of competency development in the participating organizations. As such, this study can be an important first step toward closing the gap between practice and theory concerning competency development in organizations.
Van den Broeke, Maud; De Baets, Shari; Vereecke, Ann; Baecke, Philippe; Vanderheyden, Karlien (Elsevier, 2018)
Accurate demand forecasting is the cornerstone of a firm’s operations. The statistical system forecasts are often judgmentally adjusted by forecasters who believe their knowledge can improve the final forecasts. While empirical research on judgmental forecast adjustments has been increasing, an important aspect is under-studied: the impact of these adjustments over different time horizons. Collecting data from 8 business cases, retrieving over 307,200 forecast adjustments, this work assesses how the characteristics (e.g., size and direction) and accuracy of consecutive adjustments change over different time horizons. We find that closer to the sales point, the number of adjustments increases and adjustments become larger and more positive; and that adjustments, both close and distant from the sales point, can deteriorate the final forecast accuracy. We discuss how these insights impact operational activities, such as production planning.
Bakker, René M.; Boros, Smaranda; Kenis, Patrick; Oerlemans, Leon (2013)
The success of many knowledge‐intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.
Ashford, Susan; Wellman, Ned; de Luque, Mary Sully; De Stobbeleir, Katleen; Wollan, Melody (John Wiley & Sons Ltd, 2018)
Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
Sijbom, R.B.L.; Anseel, Frederik; Crommelinck, Michiel; De Beuckelaer, Alain; De Stobbeleir, Katleen (John Wiley & Sons Ltd, 2018)
We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self-reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor-rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.
De Stobbeleir, Katleen; De Clippeleer, Inge; Canniels, M.; Goedertier, Frank; Deprez, J.; De Vos, Ans; Buyens, Dirk (Taylor & Francis Group, 2018)
In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization's internal and external employer brand images on employee absenteeism. Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization's external image may be a strong antecedent of important internal organizational behavior outcomes.
Boros, Smaranda; Van Gorp, Lore; Cardoen, Brecht; Boute, Robert (2017)
In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams' performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40:256-282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether, however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.
HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars' understanding of the joint role of HRM systems and leader behaviors.
Baecke, Philippe; De Baets, Shari; Vanderheyden, Karlien (Elsevier, 2017)
Whilst the research literature points towards the benefits of a statistical approach, business practice continues in many cases to rely on judgmental approaches for demand forecasting. In today's dynamic environment, it is especially relevant to consider a combination of both approaches. However, the question remains as to how this combination should occur. This study compares two different ways of combining statistical and judgmental forecasting, employing real-life data from an international publishing company that produces weekly forecasts on regular and exceptional products. Two forecasting methodologies that are able to include human judgment are compared. In a 'restrictive judgement' model, expert predictions are incorporated as restrictions on the forecasting model. In an 'integrative judgment' model, this information is taken into account as a predictive variable in the demand forecasting process. The proposed models are compared on error metrics and analysed with regard to the properties of the adjustments (direction, size) and of the forecast itself (volatility, periodicity). The integrative approach has a positive effect on accuracy in all scenarios. However, in those cases where the restrictive approach proved to be beneficial, the integrative approach limited these beneficial effects. The study links with demand planning by using the forecasts as input for an optimization model to determine the ideal number of SKUs per Point of Sale (PoS), making a distinction between SKU forecasts and SKU per PoS forecasts. Importantly, this enables performance to be expressed as a measure of profitability, which proves to be higher for the integrative approach than for the restrictive approach.
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