Strategic participation is important for HR professionals who wish to have increased influence in their organizations. While a number of previous studies have suggested a link between strategic human resource management and firm performance, few have explored the specific factors enabling HR strategic participation. This study examines the impact of HR service quality and expectations of HR contributions on HR strategic participation. A total of 244 survey responses were received from 42 companies in Taiwan. All hypotheses were supported, thus signifying significant relationships between HR service quality, expectations of HR contributions, and HR strategic participation. The study results also indicate that HR professionals are able to proactively increase the value of HR in organizations by enhancing HR service quality and addressing potential internal customers' needs accordingly. © 2012 Wiley Periodicals, Inc.

The unfolding model emphasizes the role of shocks (jarring events that initiate exit cognitions) in the turnover process. In contrast to earlier survey-based research, we used exit interviews to classify organizational leavers along the model's paths. The data provide support for the model but highlight several aspects of shocks not addressed by previous research. Employees on the same path may experience distinctly different shock subgroups (e.g., work or nonwork), some employees require shock combinations (e.g., push and pull shocks) to motivate leaving, and some dissatisfied employees experience shock-like events (final straws) that confirm previous exit cognitions rather than initiate them. The research demonstrates how organizations can use exit interviews to better understand their employee exit patterns. © 2012 Wiley Periodicals, Inc.

Scholars have suggested that the relationship between voluntary turnover and organizational performance can be moderated by the organizational context in which turnover occurs. However, there are few empirical studies that examine such moderating effects. Using a sample of 161 firms in South Korea, this study investigates how the relationship between voluntary turnover and organizational performance is moderated by three context variables: (1) the degree of organizational usage of employee involvement practices, (2) the degree of organizational investment in employee training and development, and (3) the availability of potential workers. The results demonstrate that employee involvement practices significantly amplify the negative relationship between voluntary turnover and organizational performance, give marginal support for moderation from the availability of potential workers, and provide no support for moderation from the degree of organizational investment in employee training and development. We discuss theoretical and practical implications of this study for enriching our understanding of the relationship between voluntary turnover and organizational performance. © 2012 Wiley Periodicals, Inc.

Recent studies propose a theoretical framework of “eight forces” that purportedly captures all the distinct motives causing voluntary turnover decisions. Based on this framework, we develop the Turnover-Attachment Motive Survey (TAMS) consisting of 18 scales, the most comprehensive model-based turnover antecedent survey to date, facilitating more fully specified research models and more systematic diagnoses of turnover causes. Moreover, findings support behavioral inertia against quitting, psychological dissonance costs of quitting, supervisor continuance attachment, and coworker continuance attachment as significant predictors of turnover behavior for the first time in the literature. Overall, findings do suggest that our 18-scale survey demonstrated adequate psychometric properties to justify its further use and development. We finally discuss the many uses of the TAMS for both turnover researchers and practitioners. © 2012 Wiley Periodicals, Inc.

The shift toward individualistic career management requires a supportive and developmental career approach. Using coaching practices as a manifestation of such an approach, this study reports on coaching and other career practices that are part of supportive and developmental career management in a Belgium sample (n = 154). Three other types of career management were identified as well. Supportive and developmental career management was most present in organizations that had a past or current prospector strategy, and was the least present in past or current defenders. The type of business strategy organizations indicated to pursue in the future did not have an influence on the type of career management they currently had. © 2012 Wiley Periodicals, Inc.

Business periodicals, such as Fortune magazine, rank organizations in lists such as the “Best Companies to Work For,” providing applicants with information about firms' human resource practices, including pay, benefits, work-life, and diversity practices. It is not clear what influence this reputational information about HR practices has on applicant interest in pursuing employment or, more important, why it does so. Given that firms invest substantial resources in HR practices to vie for positions on these lists, the current study sought to fill these gaps in the literature. In the 2 (compensation) × 2 (work-family) × 2 (diversity) factorial design, 232 college students read about magazine rankings in which a firm's reputation in each HR practice was manipulated as ranking either high or low relative to competitors. We examined perceptions of organizational prestige, anticipated organizational support, and anticipated role performance as mechanisms that explain the influence of HR practice reputation on job pursuit intentions. Our results indicate that a firm's reputation in compensation, work-family, and diversity efforts increase college students' intentions to pursue employment with a firm. They do so because college students perceive that the organization is prestigious, will be supportive, and will foster their job performance. Our results suggest that a strong employer brand derived from employee-centered HR practices is important for recruiting college students. © 2012 Wiley Periodicals, Inc.

The development of optimal human resource practices is often contingent on the accurate statistical testing of potential interventions. Testing the efficacy of HR interventions can be enhanced by taking additional measures to improve statistical power, but the traditional means of increasing power through sample size are often beyond the cost and ability of HR professionals to pursue. This article, therefore, focuses on measurement procedures as an alternative way to increase statistical power for detecting HR intervention effects. Selection of reliable and appropriate measures and subsequent instrumentation are examined as efficacious and cost-beneficial techniques that can be employed during the planning and designing stage of a study for augmenting statistical power to optimize business decision making. © 2012 Wiley Periodicals, Inc.