Management and Marketing - Research Publications
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ItemThe generational "exchange" rate: How generations convert career development satisfaction into organisational commitment or neglect of work(WILEY, 2018-11)Abstract Utilising social exchange theory, we investigate the exchange of career development satisfaction for organisational commitment and neglect of work. Employees can, however, show more or less reciprocity towards their organisation. We assess the role of generational membership (Baby Boomers vs. Generation X) as a determinant of reciprocity. Boomers began work when jobs were “for life”; they value job security and tend to rely on the organisation for their career direction. In contrast, Generation X generally commenced work during the recession of the early 1990s, so they feel they cannot rely on one employer for a lifetime of employment. We investigate the extent to which generational differences in work and career values moderate the relationship between career development satisfaction and organisational commitment or neglect of work. We find, using data from 1,530 employees in one organisation, that Generation X are more likely to exchange high career development satisfaction for higher levels of organisational commitment and lower neglect of work than are Boomers.
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ItemBenefit of the doubt: the buffering influence of normative contracts on the breach–workplace performance relationship(Routledge, 2021)This study investigates the influence of employees' perception of managerial breach of the normative relational contract (i.e. the psychological relational contract at the group level) on workplace performance. Many employees in Australia are employed on a permanent or continuing basis and have normative relational contracts whose terms are embedded in human resource practices. We use normative relational contract theory to hypothesise that where there is a mutually recognised high-quality normative relational contract – a strong contract – the emotional bonds of loyalty that are developed by collective sense-making constrained negative reactions to breach. We also hypothesise that, where managers offer high-quality contract terms that are not recognised by employees, the failure to elicit loyalty means that breach has negative performance consequences. Panel data are obtained from a two-stage national, multi-source study of employees (n = 1,733) and senior human resource managers (n = 57). Results from hierarchical moderator regression analyses support the hypotheses. They demonstrate that a strong normative relational contract ‘buffers’ employees’ negative responses to breach.
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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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ItemKnowledge workers: what keeps them committed; what turns them away(SAGE PUBLICATIONS LTD, 2007-03)There is a well established literature on the antecedents of organizational commitment, though the relative importance of these antecedents to particular groups of workers remains unclear. Relying on a general set of antecedents for all workers may result in the application of inappropriate HRM policies and practices. Our focus is on knowledge workers as they have been identified as important to organizational success.The literature is, however, divided on what constitutes knowledge work so we develop and apply a measure that focuses on what these workers do.We then use this measure to examine attitudinal and behavioural commitment. We find, using responses from 1969 employees, knowledge workers have higher attitudinal commitment and lower intention to quit than routine-task workers. Further, the antecedents of commitment for knowledge workers and routine-task workers differ in many important respects, creating challenges for organizational decision makers.
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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.