Virtual Teams: A Meta-Analysis
Sheila Simsarian Webber
Funded by a grant from the SHRM Foundation

Virtual work teams are increasingly prevalent in contemporary organizations. But how effective are they compared to their traditional face-to-face counterparts? This study reviews and analyzes 23 different laboratory research studies on virtual work teams. The study finds that, in general, virtual teams perform and communicate less effectively and take longer to complete tasks than traditional face-to-face teams. However virtual teams are more successful when team members are familiar with each other, perform less complex tasks, and communicate via synchronous computer conferencing.

Recruiting

Recruiting in a High Tech World: What do the Best Candidates Prefer? What is the Impact on Diversity?, Talya N. Bauer PhD, Donald M. Truxillo, PhD

A myriad of new selection and recruitment options are now available to HR practitioners and organizations. A cost-effective compromise between Face-to-Face Screening (FTFS), Internet-Based Screenings (IBS) and Traditional Telephone Screenings (TTS) is the use of Interactive Voice Response (IVR) technology, which utilizes a regular telephone and can handle large volumes of applicants. However, the impact of these different approaches on the quality and diversity of the applicant pool has not been studied, and simple alterations to this new technology may make it more attractive to applicants. In Study 1, we plan to study 500 individuals to gauge their reactions and compare them in terms of four conditions of screening devices: IVR in the lab and from their home, TTS, and in-person applications. Study 2 entails a field sample.

HR Professionals' Attitudes Toward and Use of the Internet for Employee Recruitment
Richard T. Cober, Douglas J. Brown, Paul E. Levy, and Jarrett H. Shalhoop
Funded by a grant from the SHRM Foundation

In the past ten years, the impact of technology on employee recruitment and selection has been profound. More and more job applicants turn to the Internet as a primary source for learning about potential employers and applying for jobs. Researchers surveyed more than 3900 HR managers and directors in the U.S. and found that more than 70% are currently using the Internet in their recruiting efforts. But what is the most effective means of Internet recruiting? This study examines the perceptions of two primary online recruitment mechanisms: Internet job boards (such as Monster.com) and a company's own employment web site.

Global HR

National Values, Performance Appraisal Practices and Organizational Performance: A Study Across 21 Countries, Dr. Hilla Peretz, Prof. Yitzhak Fried

This study examines two related issues: 1) which performance appraisal (PA) practices are more likely to be adopted by organizations in different cultures. The purpose of this analysis was to determine which PA practices better fit the values of particular national cultures. 2) the consequences (in terms of absenteeism, turnover, productivity, innovation, and service quality) for organizations that adopt PA practices that are consistent with (fit) the national values versus those that adopt PA practices that contradict the cultural values. The hypotheses were tested in a large sample of 5,991 organizations with 200 employees or more in 21 countries.

Examining International Assignment Success From a Psychological Contracts and Careers Perspective, Maria Kraimer, Margaret Shaffer, David Harrison, Hong Ren

The purpose of this study was to examine how organizations can improve the overall sequence of international assignment experiences so that expatriate employees can be successfully repatriated.

Human Resource Management In Virtual Systems: Cross Country Differences, Sumita Raghuram, Raghu Garud, Batia Wiesenfeld

Telework or virtual work is becoming increasingly prevalent in different parts of the world. Our preliminary research indicates some interesting findings as well as promising avenues for further research. Based on preliminary data, we conclude that it is important to carefully manage the human element involved in this change. We propose to study cross-country differences (approximately 26 countries) in impact of virtual work. Our research holds implications for selection, training, appraisal systems and career management of virtual workers. The research design includes survey data collection (pre and post) of those impacted and those not impacted (control group) by virtual work, as well as their supervisors.

Cultural & Institutional Determinants of HR Systems in International Affiliates of American Multinational Corporations (MNC's), John Lawler

Although there is an extensive body of research dealing with many aspects of globalization and its impact on HR practices, there has been to date no systematic study of the manner in which the international affiliates of a variety of different American-based MNC's deal with these concerns across a number of cultural and institutional contexts. This study examines various environmental factors related to the propensity of American multinationals to localize HR practices to host-country conditions, versus transferring home-country or universal HR practices to host countries. It focuses on both cultural factors and the legal and regulatory environment of the host country.

Cross-Country Study of the Incidence and Impact of High Performance Work Systems, James Sesil

There is increasing evidence that high performance work systems lead to superior performance outcomes. However, there is very little research on how these practices translate to international settings. Using an already established network of surveys in 22 countries including Western and Central Europe, Japan and Australia, the investigators evaluate the incidence and impact of high performance work practices. This study provides a broad understanding of HRM practices in 22 countries around the world.

Measuring HR Effectiveness

Assessing HR Alignment to Performance Competencies, Herb Heneman, Ph.D.

While it is commonly recommended to have an “aligned” HR system, no research has investigated the conduct of an actual HR alignment assessment. The proposed study uses an HR alignment model to evaluate HR alignment for teachers in a school district. The district uses a teacher performance competency model that has been empirically validated against student achievement gains (the strategic “bottom line”). Independent ratings of the alignment of eight HR practice areas’ content to the performance competency model will be made by members of a panel of experts from the district. The experts will also make ratings of horizontal alignment among the HR practices themselves, plus will make suggestions for improvement of both types of alignment, as well as of the alignment assessment process itself. An assessment of user perceived HR alignment will involve a survey of principals’ ratings of vertical alignment; those ratings will be used to predict subsequent student achievement gain at the school level. A sample of the principals will also receive an in depth interview about HR alignment. Several forms of data analysis will be conducted. Based on the results an HR Scorecard report will be developed (that describes the process used, results, suggestions for alignment improvement, and lessons learned), along with a case study of the project and an empirical paper on the user alignment-student achievement linkages.

The Impact of Human Resource Management on Social Performance, Sandra Rothenberg and Clyde Hull

Given increasing pressures for improved firm social performance, understanding how HRM practices may contribute to and conflict with social goals is important from both a practical and theoretical perspective. Yet, there is a dearth of research that looks at the impact of HRM practices on social performance. This research study will develop hypotheses regarding the relationship among human resource management practices, environmental, social, and financial performance. These hypotheses will be tested using time series analysis of data from the KLD database and added financial performance indicators. We will look at human resource practices in the areas of corporate governance, diversity and employee relations. Based on our findings, we will then draw conclusions from this research for both theory and practice.

The HR Virtual Service Engine: Harnessing IT, Kathryn M. Bartol, PhD

A number of studies suggest that employee perceptions of HR practices can ultimately influence the level of service that employees provide to customers. Information technology is now offering the HR executives new means of HR connectivity with employees. HR potentially has an opportunity to be more visible, to remain continuously connected to employees, and to convey a seamless sense of service and support to employees. This study, addresses how HR can utilize information technology to facilitate employee perceptions of HR service and support, thereby influencing important outcomes, such as organizational commitment and employee retention. It also examines major enabling factors and processes involved. Finally, it attempts to link employee perceptions of HR service to service provided by employees to customers-a linkage with high potential to directly and positively affect the organization's bottom line.

Linking HR Systems: 360 Feedback, Work-Unit Satisfaction, and Organizational Succession Planning, Michael K. Mount

This project examines relations among three HRM systems that are of considerable importance to organizations: 360-degree feedback, employee satisfaction surveys, and organizational succession planning. Based on a sample of managers (n=700) and employees (n=13,000) in an electronics firm, path analysis will be used to examine the factors that predict which managers will be future leaders in the company. We hypothesize that managers' performance and work unit satisfaction (aggregated for each manager) will have both direct effect and indirect effects on succession planning outcomes. Relationships will be examined for multiple dimensions of performance and satisfaction, and analyses will be conducted for males, females and minorities.

Antecedents and Consequences of Reactions to 360-Degree Feedback, Leanne Atwater, Joan F. Brett
Funded by a grant from the SHRM Foundation
An estimated 25% of companies currently use upward or 360-degree feedback, however research indicates that improvement following these programs results for only 50% of supervisors. This study surveyed 170 managers in two organizations plus nearly 3000 peers, subordinates and supervisors to explore the factors that make 360-degree feedback more or less effective.

When Less is More: The Effect of Devolution on HR Reputation, Elissa L. Perry & Carol T. Kulik

This research explored the effect of devolving human resource (HR) management responsibilities to line managers on the reputation of the HR unit. Results revealed that a devolution strategy had a positive effect on HR’s reputation and that this effect was mediated by changes in the HR function. Specifically, devolution increased HR’s involvement in the operation of business units and in the organization’s strategic planning. In turn, this change in HR’s strategic role resulted in more positive perceptions of the HR unit.

Virtual HR: Influence of Information Technology on HR Activity Design, Delivery, and Impact, Dr. Kathryn M. Bartol, Dr. David P. Lepak and Sharyn Gardner

Despite the growing presence of information technology (IT) within human resources (HR), there is no clear understanding of how IT really impacts the delivery or performance of HR. We do not understand the factors that influence the degree, nature, and effectiveness of IT usage by HR. To better understand these issues, this study utilizes a combination of structured interviews with HR managers and questionnaires from HR professionals, line managers, and workers to get at the fundamental issues associated with using IT within HR.

HRM and Firm Productivity: Does Industry Matter? Deepak K. Datta, James P. Guthrie, Patrick M. Wright
Funded in part by a grant from the SHRM Foundation

The belief that effective human resource systems contribute to organizational effectiveness has become more widely accepted in recent years. This project asks the question, "does context matter?" Will the implementation of high performance work systems across various industries and types of companies produce similar results? The findings show that the industry conditions of capital intensity, growth and differentiation do moderate the impact of high performance work systems on firm productivity.

Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions, Patrick M. Wright, Gary C. McMahan, Scott A. Snell, and Barry Gerhart
Funded by a grant from the SHRM Foundation

In this study, HR and line executives from 14 large companies rated the effectiveness of the HR function in their organizations. Results show that both HR and top line executives recognize the importance of HR activities to the firm's competitive advantage. However HR executives consistently rated the functions' actual effectiveness in delivering HR services higher than did line executives. The results suggest that to achieve its potential, HR must focus on making a value-added contribution to the business.

Diversity

Diversity, Human Resource Management Systems, and Organizational Performance, Jason D. Shaw, PhD & Michelle K. Duffy, PhD

Diversity is a central concern in society and business organizations, yet researchers decry the absence of research on how diversity ultimately affects organizational performance. Diversity may impact performance directly, but its success also hinges on human resource management systems and the organizational context. We investigate the relationships among diversity, human resource management systems, and organizational performance (productivity, turnover, and financial performance) among a sample of 5000 organizations. The primary data source is a survey of these organizations and longitudinal data on organizational diversity from the Office of Federal Contract Compliance Programs.
Download the final report (2005)

The Effects of Diversity on Business Performance: Report of the Diversity Research Network, Thomas Kochan, Katerina Bezrukova, Robin Ely, Susan Jackson, Aparna Joshi, Karen Jehn, Jonathan Leonard, David Levine, and David Thomas
Funded in part by the SHRM Foundation

Is there a "business case" for diversity? This study of four large firms with strong commitments to diversity, found that diversity alone does not guarantee better business results. However, the ability to leverage diversity through appropriate training and HR practices can provide a competitive advantage.

Other

The Influence of Telework on Work-Family Balance and Job Performance, Stephanie C. Payne, Jaime B. Henning, Ann H. Huffman

Technology continues to transform the way we work. One of the ways it has done so is by providing us with the ability to work “anywhere, anytime.” For some organizations, this has lead to the adoption of telework policies and practices. Telework, or telecommuting, is a flexible work arrangement that allows workers to conduct all or some of their work at a location away from the main worksite (frequently their home). Evaluations of telework indicate it is positively related to employee productivity. Practitioners, researchers, and popular press authors have suggested that the reason why telework is positively related to job performance is because teleworkers are better able to balance their work and family lives and in turn be more productive employees. However, no single study has tested this assumption, this is the primary objective of this study.

The Effects of Diversity on Business Performance: Report of the Diversity Research Network, Thomas Kochan, Katerina Bezrukova, Robin Ely, Susan Jackson, Aparna Joshi, Karen Jehn, Jonathan Leonard, David Levine, and David Thomas
Funded in part by the SHRM Foundation

Is there a "business case" for diversity? This study of four large firms with strong commitments to diversity, found that diversity alone does not guarantee better business results. However, the ability to leverage diversity through appropriate training and HR practices can provide a competitive advantage.