Repository logo
HARVEST

Edwards School of Business

Permanent URI for this community

https://hdl.handle.net/10388/8651

Browse

Browsing Edwards School of Business by Author "Schmidt, Joseph"

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    Do Trends Matter? The Effects of Dynamic Performance Trends and Personality Traits on Performance Appraisals
    (Academy of Management, 2017-11-02) Schmidt, Joseph
    Two studies were conducted to understand how people make overall performance judgments based on dynamic performance trend information and the personality characteristics of ratees. University athletes were sampled in Study 1 and the results showed that improving performance trends resulted in higher appraisals of task performance. Contrary to previous experimental research, raters did not use trend information to make attributions about the targets’ effort or other behavioral characteristics. There were also interactions between performance trends and personality: performance trends were positively associated with task performance ratings for players with high extraversion and low agreeableness, while trends were unrelated to ratings for players at the opposite end of the continuum for these traits. The second study was an experiment designed to test the potential theoretical mechanisms that explained the effects observed in Study 1. The results showed that raters used performance trend information to derive task performance ratings, while they used personality information to derive ratings of citizenship behavior. Attributions about employee effort and ability were based on both performance trends and personality. The results also indicated that raters engaged in more deliberative (controlled) cognitive processing when the target’s personality and performance trend were incongruent, which may explain the interaction effects observed in Study 1. Implications for theories of social cognition and performance appraisal are discussed.
  • Thumbnail Image
    Item
    The Effects of Strategic HR System Differentiation on Firm Performance and Employee Outcomes
    (Human Resource Management, 2018-09-04) Schmidt, Joseph; Pohler, Dionne; Willness, Chelsea
    The purpose of this research was to understand the extent to which firms apply different human resource management systems to different occupations within the same organization (HR differentiation), and how this influences both firm and employee outcomes. We conducted two studies pertaining to these questions. The first study was based on data collected from managers and the results showed that firms differentiate their HR investments based on the strategic value of occupations, which was further associated with the human capital of those occupations; differentiation in human capital was also associated with firm performance. The second study was based on data obtained from non-management employees. The findings of this study indicated that employees who were recipients of less HR system investment had lower fairness perceptions, which were further associated with turnover intentions and organizational citizenship behavior. Although the evidence from these studies suggests that firms may realize benefits from HR differentiation, managers should carefully consider how to balance the effects of differentiation on firm performance and employee well-being before implementing such systems.
  • Thumbnail Image
    Item
    Human Resource Management Practices and Voluntary Turnover: A Study of Internal Workforce and External Labor Market Contingencies
    (The International Journal of Human Resource Management, 2016-03-30) Schmidt, Joseph; Willness, Chelsea; Jones, David; Bourdage, Joshua
    We tested relationships between employee quit rates and two bundles of human resource (HR) practices that reflect the different interests of the two parties involved in the employment relationship. To understand the boundary conditions for these effects, we examined an external contingency proposed to influence the exchange-based effects of HR practices on subsequent quit rates—the local industry-specific unemployment rate—and an internal contingency proposed to shape employees’ conceptualization of their exchange relationship—their employment status (i.e., full-time, part-time, and temporary employment). Analyses of lagged data from over 200 Canadian establishments show that inducement HR practices (e.g., extensive benefits) and performance expectation HR practices (e.g., performance-based bonuses) had different effects on quit rates, and the former effect was moderated by unemployment rate. The effects of HR practices on quit rates did not differ between FT and PT employees, but a different pattern of main and interactive effects was found among temporary workers. These findings suggest that employees’ exchange-based decisions to leave may be less affected by the number of hours they expect to work each week, and more by the number of weeks they expect to work.
  • Thumbnail Image
    Item
    Making Stronger Causal Inferences: Accounting for Selection Bias in Associations Between High Performance Work Systems, Leadership, and Employee and Customer Satisfaction
    (Journal of Applied Psychology, 2018) Schmidt, Joseph; Pohler, Dionne
    We develop competing hypotheses about the relationship between high performance work systems (HPWS) with employee and customer satisfaction. Drawing on 8 years of employee and customer survey data from a financial services firm, we used a recently developed empirical technique—covariate balanced propensity score (CBPS) weighting—to examine if the proposed relationships between HPWS and satisfaction outcomes can be explained by reverse causality, selection effects, or commonly omitted variables such as leadership behavior. The results provide support for leader behaviors as a primary driver of customer satisfaction, rather than HPWS, and also suggest that the problem of reverse causality requires additional attention in future human resource (HR) systems research. Model comparisons suggest that the estimates and conclusions vary across CBPS, meta-analytic, cross-sectional, and time-lagged models (with and without a lagged dependent variable as a control). We highlight the theoretical and methodological implications of the findings for HR systems research.