Knowledge that Transforms

Numerous studies have found that supervisors rate women lower than men for similar levels of performance, suggesting that for female employees, performance alone may not be able to guarantee fair ratings. What is not clear is whether this disparity is a function of the gender composition of the supervisor–subordinate dyad or simply a case of male supervisor rating behavior. Based on data from supervisor–subordinate dyads in four organizations, we found that after controlling for performance, both male and female supervisors exhibit a positive bias toward subordinates of the same sex and rate members of the same gender higher.

This study investigates the relationship between a number of organizational characteristics and the decision to outsource HR. Determinants of the outsourcing of four categories of HR are examined: HR generalists activities (e.g., performance appraisal), transactional activities (e.g., payroll), human capital activities (e.g., training), and recruiting and selection. HR executives in 432 organizations provided data on outsourcing levels and organizational characteristics. Reliance on HR outsourcing was associated with idiosyncratic HR practices, strategic HR involvement, positive HR outcomes, promotional opportunities, demand uncertainty, and pay level. As predicted, however, the impact of organizational characteristics varied among the different types of HR activities outsourced.

HR professionals must always be “becoming” or constantly changing and adapting. For the last decade, many have argued the business partner role as a complement to traditional HR administrative work. We argue in this paper that HR professionals should move beyond partners to become players. HR professionals as players are “in the game, on the field, making a difference” through their HR work. In this article, we suggest that to become players, HR professionals must learn to coach, architect, build, facilitate, lead, and provide a conscience to business leaders. Specific knowledge and tools for each of these roles are described.

This article examines the utilization, underutilization, and misutilization of expatriate skills in overseas assignments. Using quantitative data from 268 expatriates from six Fortune 500 multinational corporations, the research first examines expatriates' utilization of eight distinct skills and how patterns of skill utilization influence important job attitudes. Then, using qualitative data from the expatriates, the research examines the subsidiary-level, corporate-level, and country- level factors which facilitate (or inhibit) skill utilization. The study highlights the idea that effective skill utilization depends not only on the selection and training of expatriates themselves, but also upon the level of skill and teamwork among host country nationals and the quality of support provided by the MNC as a whole.

Why do some fast-track managers derail? Why do some recover and return to the fast track? This study investigates these questions by analyzing managerial skills and self-awareness during different career stages. The results suggest that derailers have significantly lower skill profiles than do successful managers at all career stages. The study also identifies specific skills that managers need to be successful in their careers; furthermore, it reports that derailers overestimate their skills in comparison to successful managers at all career stages. The results imply that one can avoid derailment or recover from derailment by developing both self-awareness and specific managerial skills.

Should scientific measures be used to evaluate the effectiveness of HRM practices? Can HRM demonstrate that its proposals cause a predicted outcome? If the allocation of capital within an organization is based upon projected financial returns, should HRM be required to demonstrate the expected returns of its proposals? Would the use of scientific and financial measures give HRM practices greater internal support and continuity? The authors demonstrate how metrics were used to evaluate two new HRM projects at one of the world's largest retailers.

Will women become leaders in the increasingly global world of the twenty-first century? According to many Chief Executive Officers (CEOs), promoting the best people—whether male or female—into senior leadership positions is a strategic necessity if their companies are to succeed, let alone prosper. This article describes the commitment that one major multinational's CEO made to moving women from around the world into the most senior leadership positions. It describes an organizational development process, led by the CEO that included a targeted survey of both male and female executives, convening a 4 1/2-day Global Leadership Forum, and actively changing the organization based on recommendations generated at the Forum.

This article describes the development of an executive-level global competency model at 3M. The work on this model was completed in partnership with the company's top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors for each competency. The applications for the work include the assessment of the level of readiness of candidates for the company's top 500 global positions, development of incumbent executives, and improved objectivity in the placement of future leaders. The article concludes by outlining some key lessons learned from this ongoing work.

Turnover intentions and actual turnover among lawyers are examined in an attempt to clarify whether common models of turnover can be applied to this professional occupation, which has rarely been examined. Three models are explored in their relation to turnover: personal characteristics, work-related variables, and nonwork domain variables. The data are based on responses to the National Survey of Career Satisfaction/Dissatisfaction of the American Bar Association, 1984 and 1990. The findings reveal that work-related variables were the main determinants of turnover intentions, and personal characteristics together with nonwork domain variables were the main determinants of actual turnover.

This article describes the HR Management system in place at Lucent Technologies, Inc. Lucent's HR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (2) compensation and performance management that encourages employees to build a successful future with the firm, as well as to share in that success, and (3) building an operating style and culture that supports Lucent's mission and strategy. Key challenges for the future include (1) organizational renewal in a period of growth, (2) identifying and developing new HR competencies, (3) developing a unique HR structure to support the needs of HR at Bell Labs, and (4) effective labor relations in a rapidly changing industry.