CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance

Academics and practitioners emphasize the rising importance of Chief Human Resource Officers (CHROs). CHROs act as heads of staff—they motivate the personnel and offer guidance. This study helps clarify the impact of increasingly relevant CHROs and reveals how their company and role tenure influence firms’ social performance. Drawing on a multisource longitudinal dataset of S&P 500 firms, we empirically validate our hypotheses. The sample contains 283 companies with 1944 firm-year observations from 2005 to 2017 and combines manually collected top management team data with data from Thomson Reuters Datastream. Our results show that there is a negative relation between CHROs with long company tenure and firms’ social performance, whereas CHROs with long role tenure positively relate to firms’ social performance. We also investigate the moderating role of CEO prior experience (i.e., HR experience, education, company and role experience) on the effect of CHRO company and role tenure on firms’ social performance. Surprisingly, CEO prior experience negatively moderates the relationship between CHRO role tenure and firms’ social performance. Overall, this article offers novel implications for the CHRO role and uncovers a distinction between two types of CHROs: CHRO firm dinosaurs versus CHRO role gorillas.

“One Size Fits All”: A Fallacy in Measuring Staff Job Satisfaction—Monetary Recompenses Examined in the Ugandan-Based Chartered Private Universities

While looking at the senior academic staff in chartered private universities in Uganda, the study intended to establish if the homogeneous motivation model of using money as a sole predictor of job satisfaction fits the unique characteristics of the employees for whom it is intended. Using a mixed-method explanatory sequential approach, both numerical and interview responses were obtained from a statistically representative sample of 136 and 12 key informants, respectively, from six chartered private universities. At the univariate, bivariate, and multivariate levels, data were analyzed using SPSS16.0 software. Results indicated that monetary recompenses such as salary and allowances did not significantly and positively affect employee job satisfaction since the p values were higher than the calculated probability of 0.05, which was the minimum level of significance required in this study to declare a significant effect. The interview responses on the effect of salary and allowances were equally corroborated with the numerical data. However, bonuses were found to have a positive influence with corresponding positive remarks from the interviews. Although there are noticeable flashes of scholarly rigor in the existing body of literature that is skillfully threaded and cogently argued to support monetary incentives, contextual realities on the ground suggested otherwise. Senior academics have continued to quit work despite reasonable pay. Regrettably, at the time of this study, the human resource officers were confident that the ultimate drive for work is money. Little did they know that monetary recompenses have limitations in influencing senior academics. It is thus recommended that the idea of lumping employees into a homogeneous entity with no regard to their uniqueness and the existing individual differences among them is long outdated and deserves no space in modern human resource practices.

Developing a Measurement Plan for Monitoring Diverse Friendships in the Workplace

Corporations have failed to charge human resource officers with the responsibility of facilitating the unique diverse relationships needed for enriching their own workforce. Often, at best, training programs introduce intercultural sensitivity and only suggest the actual need for employee connections with diverse others. The trainers hesitate to discuss how to monitor and facilitate accountability for forming the diverse relationships that make others feel a sense of inclusion and create safe places for voices to be asserted. This chapter calls for a human resources plan for raising the awareness for engaging in the actual networking, accountability, and the building of the human relationships that enrich the vitality of the workplace. This plan sees the corporate diversity mission as a persuasive message and thus looks at how employees may become involved in the mission in different ways related to their values, their relevant impressions, and possible outcomes.

Effect of Attainment Value and Positive Thinking as Moderators of Employee Engagement and Innovative Work Behaviour

Influences of attainment value and positive thinking were assessed as moderators of employee engagement and innovative work behaviour. A cross-sectional design was utilised with questionnaires submitted to 348 human resource officers to test the proposed relationships. SPSS 21 and PROCESS macro 3.1 were used for statistical analysis. Results revealed that positive thinking effectively moderated attainment value and employee engagement with regard to innovative work behaviour with statistical significance. Results can be utilised by managers and human resource departments to promote and support innovative work behaviour. Moreover, employees should be encouraged and motivated to perceive attainment value through positive thinking. Findings contribute to the literature on employee engagement and innovative work behaviour by highlighting that attainment value and positive thinking act as moderators that promote employee engagement and innovative work behaviour.

Development and validation of an instrument to measure turnover intention of Generation Y in Thailand

Purpose The turnover intention (TI) is a very challenging concept for an organisation, but there are seemingly not many instruments around to measure TI. The purpose of this paper was to develop and validate an instrument to measure the TI concept of Generation Y in Thailand. Design/methodology/approach Ten questions were developed as an instrument to measure TI based on previous concepts and theories and verified using exploratory factor analysis, confirmatory factor analysis and convergent validity. Findings Three dimensions were proposed to measure TI including aspects of intention to quit, turnover thinking and opportunities for new job with excellent reliability at 0.811, 0.837 and 0.830, respectively. Originality/value A measurement scale to assess TI of Generation Y salespeople has never been studied in Thailand. The measurement scale was proved to be valid and will enable human resource officers, divisions and companies to accurately analyse the level of employee TI. This instrument can help educators and researchers to better understand and comprehend factors of employee TI.

The Influence of Intuition on Human Resource Officers’ Perspectives on Hiring Teachers of Color

There has been growing scholarly discourse on the topic of diversifying the teacher workforce. However, the perspectives of human resource officers (HROs), who are often involved in the hiring of teachers, are excluded. As a result, this qualitative study explores 12 school district HROs’ perspectives on diversifying the teacher workforce and how intuition specifically influences their hiring decisions of teachers of color. Findings suggest HROs use intuition in determining a candidate’s fit for the organization, but they have conflicting perspectives on whether intuition should be used in hiring decisions. The participants admit teacher diversity is not always their primary goal in hiring decisions while also acknowledging the importance of a diversified teacher workforce. These findings first point to the importance of including HROs in the scholarly discourse on diversifying the teaching profession as in many ways they operate as gatekeepers for teacher candidates. Moreover, given that participants earned their advanced degrees in educational leadership, findings from this study signal the importance of educational leadership programs being intentional in providing coursework on equitable hiring practices, so hiring decisions are not based only on intuitive hunches, but rather on data.

Industrial Revolution 4.0: the Human Resource Practices

The trend of Industrial Revolution 4.0 (IR 4.0) has been emerged since the year of 2011 by German government. In this IR 4.0 era, automatization is emphasized in the particular industry. With the invention of high technologies on machines in organizations, the practices and business models of organizations would be impacted. The human resource practitioners might be facing several challenges in organizations, such as lacking of skilled workforce in managing the high-technology machines, as well as the employees’ retention in this fast changing working environment. The human resource officers need to ensure that the employees are equipped with the updated knowledge and skills in order to operate the machines. Besides, human resource development is also playing a vital role in IR 4.0. Effective human resource practices could improve the working environment in the era of IR 4.0 by promoting the creativity of employees. Therefore, it could be seen that, in human resource aspects, human resource practices are concerned in organizations in order to match with the trend of IR 4.0. However, there is a lacking of discussion on the aspect of human resource practices, where most of the studies discussed on the technologies aspect of IR 4.0. Hence, this paper intends to discuss the human resource practices that could assist organizations in achieving the goal of IR 4.0.

Examining the Preparation of School Human Resource Officers on Developing a Racially Diverse Educator Workforce Post Brown

Given the rapid decline of teachers and school leaders after the Brown v. Board of Education decision, there has been an increased conversation on diversifying the educator workforce. Furthermore, little is known about the preparation of human resource officers (HROs) who share responsibility for teacher candidate selection and hiring. This study focuses on 12 HROs’ views on how their formal education prepared them to hire a diverse educator workforce. Findings suggest that HROs did not receive adequate training in their educational leadership program on workforce diversity and hiring. This study provides implications for educational leadership programs that train school-based HROs.

CHROs: Enablers of Value Creating Boards

This article argues that chief human resource officers (CHROs) as directors on the board are strategically best placed to lead conversations pertaining to board processes due to their extensive expertise in talent management. Board composition and managing board processes and dynamics are important aspects of board effectiveness. Using the behavioural perspective to corporate governance, the article holds that the key differentiator in value creating boards are the members, the roles they play and the dynamics that allows them to create value for the firm. CHROs can play a decisive role in the board skill evaluation and incorporation of new and diverse members into boards.

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

In the volatile, uncertain, complex and ambiguous (VUCA) environment, Chief Human Resource Officers (CHROs) have a critical role to play in order to ensure that organisations have necessary human capital and human resource capabilities to deal with multiple strategic shifts. The analysis of data collected in our study reveals that future CHROs acknowledge dual roles—strategic and operational—that they would have to deliver on. While the strategic role is explorative in nature, the operational role is more exploitative in nature and hence the need for ambidexterity in CHRO roles.