Minerva Elements Records
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ItemCreating and fulfilling psychological contracts: The role of manager personality and organisational context(Australian and New Zealand Academy of Management, 2009)
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ItemResponse Style Differences in Cross-National Research Dispositional and Situational Determinants(SPRINGER HEIDELBERG, 2012-06)
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ItemPerformance appraisal cynicism: causes and consequences.(Monash University, 2009)
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ItemJob Quality and Casual Employment: Evidence from the HILDA Survey(University of South Australia, Division of Education, Arts & Social Science, 2006)
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ItemWhy Do Employees Participate in Employee Share Plans?A Conceptual Framework(Informa UK Limited, 2008-04)
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ItemInvestigating the cause of death: Industrial relations and plant closures in Australia(INDUSTRIAL LABOR RELAT REV, 2006-07)This is the first study to focus on how unions affect the likelihood of plant closures in Australia. Australia is of special interest in this connection, the authors argue, because of its unique industrial relations institutions, which, at the time of the study (1990–95), limited the capacity of established unionized firms to remove unions except through plant closure. An analysis of Australian Workplace Industrial Relations Survey data shows that two of three measures of unionization had a robust positive influence on the probability of plant closure, and the third had a weaker positive influence. Depending on the specification, for example, a 10 percentage point increase in union density (one of the two measures found to have strong influence) was associated with a 1.3–1.7 percentage point increase in the probability of plant closure—representing a substantial increment, since the mean closure probability among these plants was about 16%.
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ItemThe influence of union membership status on workers' willingness to participate in joint consultation(SAGE PUBLICATIONS LTD, 2010-03)This study investigates the willingness of workers in a unionized environment to participate in a joint consultation committee (JCC). It focuses on the differences between union members and non-members. We derived hypotheses from a consumer services theoretical approach to participation in collective activities. Using hierarchical regression, we analysed the survey responses of 1456 employees in a large Australian public sector organization. Members were more willing to participate in the JCC the more they expected instrumental outcomes and the more they valued discussion of issues that lay outside collective bargaining. They were less willing to participate the more they valued discussions about issues normally dealt with in union-based negotiations. Non-members were more willing to participate, the more they expected the JCC to result in democratic representation.
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ItemRated to exhaustion? Reactions to performance appraisal processes(Wiley, 2003-03)Performance appraisal systems are a popular tool within organisations to enhance employee commitment and productivity. This paper examines the consequences of three aspects of a performance appraisal system (distributive justice, procedural justice and the performance rating) on the level of emotional exhaustion reported by employees in a large public sector research organisation.
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ItemPerformance appraisal systems: Determinants and change(BLACKWELL PUBLISHING, 2005-12)
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ItemManaging to overload? Work overload and performance appraisal processes(SAGE PUBLICATIONS INC, 2005-02)Performance appraisals are traditionally seen as tools that can promote employee productivity. This article examines whether performance appraisals stimulate employee efforts beyond levels that employees regard as manageable, as measured by feelings of work overload. Using data from 2,399 employees, the study finds that participation in setting performance objectives, difficult objectives, and higher performance ratings are associated with increased levels of work overload. Trust in the supervisor was associated with lower levels of work overload. These findings suggest that some of the features associated with a well-designed appraisal system may generate adverse outcomes for employees and, subsequently, for their organizations.