People management, diversity and fairness

Analyzing leadership attributes in faith-based organizations: Idealism versus reality (PDF)

This paper aims to contribute to the growing discussion about leadership in the contemporary Church of England.

Business schools and hubris: Cause or cure? (PDF)

We offer firstly the ‘Provocation’ that business schools may have been a cause of hubris in business and wider society, and secondly the ‘Proposal’ that business education is a vital means for tempering hubris and mitigating its negative effects.

Delighting the customer: Creativity-oriented high-performance work system, frontline employee creative performance, and customer satisfaction (PDF)

Anchored in self determination theory (SDT), this study proposes and tests a cross-level model of the processes through which perceived creativity-oriented HPWS relates to creative service performance that in turn, leads to unit-level customer satisfaction.

Employee involvement, work engagement and skill development (PDF)

This report seeks to assess the prevalence and trends over time in involvement practices at work and to examine empirically whether these are related positively not only to improved work conditions and work motivation but also to skill development practices.

Ethical leadership and ethical voice: The mediating mechanisms of value internalization and integrity identity (PDF)

We aim to extend prior research by focusing on employees’ self-concepts and personal identities as possible explanatory mechanisms of the relationship between ethical leadership and ethical voice.

Exploring the interplay between pay, career barriers and management support: An intersectional study of migrant doctors (PDF)

We examine how pay gaps stem from career barriers and management support in male and female International Medical Graduate, European Economic Area and UK doctors.

How perceptions of others’ work and impression management motives affect leader–member exchange development: A sixwave latent change score model (PDF)

As a new employee settles in, establishing a good relationship with his or her supervisor is always a priority. Such a relationship focuses on meeting each other’s expectations. However, does the rosy glow of early interpersonal interactions gradually change into a more mature relationship?

How does employee involvement in decision-making benefit organisations? (PDF)

This policy brief examines one key area where employers could initiate change in work organisation. The analysis will also inform policymakers in the aftermath of the Coronavirus (COVID-19) pandemic of the steps they can take to guide that change.

Linguistic markers of intuition in human resource decisions (PDF)

Identifying ‘linguistic markers’ of intuitions in spoken/written communications could help to identify if/when/how intuition is being used in HR and also to improve HR practices in areas such as selection and creativity.

Preference reversals during risk elicitation (PDF)

This research article offers a new theoretical proposal regarding human decision-making, as well as a new experimental method for testing the predictions of the proposal.

Service-oriented high-performance work systems and service role performance: Applying an integrated extended self and psychological ownership framework (PDF)

Considering the recognition of service excellence as a source of sustained competitive advantage, the question of how organizations can build an internal capability or processes to implement a service excellence strategy is of much theoretical and practical importance.

The impact of authoritarian leadership on ethical voice: A moderated mediation model of felt uncertainty and leader benevolence (PDF)

The primary purpose of this study is to provide a framework to explain how and when authoritarian leadership influences employee ethical voice.

Uncovering the impact of triadic relationships within a team on job performance: An application of balance theory in predicting feedback-seeking behavior (PDF)

We explore how the interplay of leader-member exchange, team-member exchange, and peers’ leader-member exchange jointly impact employees’ feedback-seeking behaviour and subsequent job performance.