Submit Your Manuscript to Public Personnel Management!

PPM_call.png

Public Personnel Management is currently seeking manuscript submissions. Founded by the International Public Management Association for Human Resources (IPMA-HR), Public Personnel Management is published specifically for human resource executives and managers in the public sector. Each quarterly edition contains in-depth articles on trends, case studies and the latest research by top human resource scholars and industry experts.

Manuscripts should be submitted electronically to http://mc.manuscriptcentral.com/ppm.

You will need to create an account in order to submit your manuscript. The system will notify you once we receive the manuscript and have sent it out for review. If you have any questions, please contact Editor Jared J. Llorens (jared1@lsu.edu).

Don’t forget to sign up for email alerts through the journal homepage so you never miss the latest research!

Undergraduate Internships: Do They Contribute to Career Success?

Internships help equip the student with skills to apply in classroom courses, as well as provide knowledge of how a business functions and if there is an interest sparked in his or her chosen field of study. The experience of internships, however, is under investigation of whether or not they help contribute to a student’s long-term professional development, since the duration of internships is usually limited, therefore offering a limited exposure to the field or business.

Author Katina Sawyer of Villanova University recently published an article in Advances in Developing Human Resources entitled, “Keeping It Real: The Impact of HRD Internships on the Development of HRD Professionals.” In the study, Sawyer analyzes data collected from students who participated in a human resource related internship, which helps to shed light on whether these internships are a valuable tool in retaining the student’s interest in the field. The abstract for her article is below;

Participation in inADHR_72ppiRGB_powerpoint.jpgternships may provide undergraduate human resource development (HRD) students with practical experience necessary to be successful in the field. However, research is lacking which examines the impact of HRD internship experiences on professional development and career trajectories. Research is also limited which provides guidance on how to distinguish which undergraduate internships may be most valuable. The features which make internships most effective in preparing students for their chosen careers warrant further examination, specifically within HRD. Relatedly, it is important to understand which internship experiences are most likely to develop HRD competencies for undergraduate students.

The article is currently free to read for a limited time.

Sign up for email alerts through the ADHR homepage so you never miss the latest research.

Relying on Social Media to Assess Job Applicants: The Limitations

Recruiters rely heavily on technology and social media to promote new job openings, so then what happens when a promising candidate applies? Social media once again plays a role where the organization is tempted to locate the candidate’s profile on Facebook.com or other sites. Ultimately, the strategy creates an intercha5624177651_5393210133_z.jpgngeable lens from personnel  to personal selection.

The study, “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment,” published in the Journal of Management examines how recruiters evaluate a candidate’s social media profile, and what those limitations are. The JOM study was also recently featured in an article from the Society for Industrial and Organizational Psychology, naming it one of the top 10 most significant studies with practical utility in 2016. Click here to view the original post from SIOP.

Below, please find the abstract to the article:

Recent reports suggest that an increasing number of organizations are using information from social media platforms such as Facebook.com to screen job applicants. Unfortunately, empirical research concerning the potential implications of this practice is extremely limited. We address the use of social media for selection by examining how recruiter ratings of Facebook profiles fare with respect to two important criteria on which selection procedures are evaluated: criterion-related validity and subgroup differences (which can lead to adverse impact). We captured Facebook profiles of college students who were applying for full-time jobs, and recruiters from various organizations reviewed the profiles and provided evaluations. We then followed up with applicants in their new jobs. Recruiter ratings of applicants’ Facebook information were unrelated to supervisor ratings of job performance (rs = −.13 to –.04), turnover intentions (rs = −.05 to .00), and actual turnover (rs = −.01 to .01). In addition, Facebook ratings did not contribute to the prediction of these criteria beyond more traditional predictors, including cognitive ability, self-efficacy, and personality. Furthermore, there was evidence of subgroup difference in Facebook ratings that tended to favor female and White applicants. The overall results suggest that organizations should be very cautious about using social media information such as Facebook to assess job applicants.

The article is co-authored by Chad H. Van Iddekinge, Stephen E. Lanivich, Philip L. Roth, and Elliott Junco. It is currently free to read for a limited time, by clicking here.

Don’t forget to sign up for email alerts through the Journal of Management homepage so you never miss the latest research.

Facebook photo attributed to Pascal Paukner (CC).

 

Beyond Developmental: The Decision-Making Applications of Personality Tests

5529311561_4ba9be7419_zThe use of personality assessments in organizations has often been limited to developmental applications. However, growing support for data-driven decision-making in recent years has made it apparent that personality assessments could also become a resource for talent management decisions. In a recent paper from Journal of Applied Behavioral Science entitled “Does Purpose Matter? The Stability of Personality Assessments in Organization Development and Talent Management Applications Over Time”, authors Allan H. Church, Christina R. Fleck, Garett C. Foster, Rebecca C. Levine, Felix J. Lopez, and Christopher T. Rotolo investigate the consistency of personality data over time and whether the changing application of personality assessments changes their validity. The abstract for the paper:

Personality assessment has a long history of application in the workplace. While the field of organization development has historically focused on developmental aspects of personality tools, other disciplines such as industrial-organizational psychology have emphasized its psychometric properties. The importance of data-driven insights for talent management (e.g., the identification of high potentials, succession Current Issue Coverplanning, coaching), however, is placing increasing pressure on all types of applied behavioral scientists to better understand the stability of personality tools for decision-making purposes. The current study presents research conducted with 207 senior leaders in a global consumer products organization on the use of personality assessment data over time and across two different conditions: development only and development to decision making. Results using three different tools (based on the Hogan Assessment Suite) indicate that core personality and personality derailers are generally not affected by the purpose of the assessment, though derailers do tend to moderate over time. The manifestation of values, motives, and preferences were found to change across administrations. Implications for organizational development and talent management applications are discussed.

You can read the paper, “Does Purpose Matter? The Stability of Personality Assessments in Organization Development and Talent Management Applications Over Time,” from Journal of Applied Behavioral Science free for the next two weeks by clicking here. Want to stay current on all of the latest research published by Journal of Applied Behavioral ScienceClick here to sign up for e-alerts!

*Image attributed to Service Design Berlin (CC)

How Has HR Become More Strategic and Integral to Businesses?

12669067945_e017b825c8_zIn today’s competitive and complex business environment, the role of human resources (HR) is constantly changing. With its increasing alignment to core business and integration to the bottom line, HR is a reflection of the constant changing nature of its functions. Being responsive to globalization, demographic and technological changes, as well as the turbulent, competitive and complex environment of business, HR itself has been changing dramatically. From the conventional role of “administrative expert,” HR has evolved to become more tactical and integral to business strategies.

A recent major change in the function of HR the strengthening partnership with line managers. By providing line managers better understanding of their responsibility in specific HR issues, such as absence control, team development, discipline, induction, health and safety, recruitment policy and performance management, HR aims to enhance Current Issue Coveremployee engagement and open communication between line managers and employees. These in turn lead to low turnover and high morale—keys to organizational performance and competitive success. In this regard, by replacing the traditional supervisory role of line managers and empowering them to act as leader, enabler and facilitator, HR is playing the strategic role of an “objective adviser”.

This change has made HR more strategic and more business integrated. This reorientation helps HR to not only play a critical role in the overall strategic planning of the business, but also to act as a messenger to clarify and direct employees about the desired goal of the organization. A recent article from the journal Vision entitled “Strategic Value Contribution Role of HR,” from authors Humaira Naznin and Md. Ashfaq Hussain,  delves into the evolution of HR.

 The abstract for the article:

This article aims to challenge the perceived lack of a strategic value of human resource (HR) function and seeks to focus on the devolution of HR from its transactional role to strategic effectiveness. Utilizing a range of secondary resources, this article aims to critically analyze the shift of HR from transactional to a strategic role and its value contribution role in business. HR needs to overcome conventional resistance and act as the driver of an organizational strategy through aligning the HR strategy to the business strategy, adopting workforce planning and measuring an organization’s competencies. The paper contributes to the evaluation of HR management from viewpoint perspective and offers help to HR practitioners in understanding the changing role of HR.

Click here to read Strategic Value Contribution Role of HR from the journal Vision free for the next two weeks by clicking here. Make sure to sign up for e-alerts and be notified of all  of the latest research published the journal Vision!

*Image attributed to woodleywonderworks (CC)

What Factors Increase Gender Diversity in Management?

13887676297_d1da829ccb_zManagement structure can have a large impact on the representation of women in management, but which structure is most effective in promoting gender diversity? The answer may surprise you. In the article “The View at the Top or Signing at the Bottom? Workplace Diversity Responsibility and Women’s Representation in Management,” from ILR Review, authors Mary E. Graham, Maura A. Belliveau, and Julie L. Hotchkiss investigated what correlations could be found between different management structures and gender diversity in management. Surprisingly, they found that having an HR executive on the top management team did not necessarily equate to more women in management. The abstract for the article describes their findings:

Women lag men in their representation in management jobs, which negatively affects women’s careers and company performance. Using data from 81 publicly traded firms with more than 2,000 establishments, the authors examine the impact of two management structures that may influence gender diversity in management Current Issue Coverpositions. The authors find no association between the presence of an HR executive on the top management team—a structure envisioned in practice as enhancing diversity but which could, instead, operate merely symbolically—and the proportion of women in management. By contrast, the authors show a strong, positive association between a previously unexamined measure of commitment to diversity—the hierarchical rank of the individual certifying the company’s required, confidential federal EEO-1 report—and women’s representation in management. These findings counter the common perception that the Equal Employment Opportunity Commission (EEOC) regulations are too weak to affect gender diversity. The authors discuss the implications for diversity scholarship, as well as for management practice and public policy.

You can read the article “The View at the Top or Signing at the Bottom? Workplace Diversity Responsibility and Women’s Representation in Management” published in ILR Review free for the next two weeks by clicking here. Want to keep current on all of the latest research published by ILR ReviewClick here to sing up for e-alerts!

*Image attributed to Will Evans (CC)

 

Critical Reflection: Real Life Applications for Mezirow’s Theory

14488224787_79c11e5287_z[We are pleased to welcome Henriette Lundgren. Henriette published an article in Human Resource Development Review entitled “On Critical Reflection: A Review of Mezirow’s Theory and its Operationalization,” with co-author Rob F. Poell.]

  • What inspired you to be interested in this topic?

To stop and think is considered good practice in most professional contexts. For example, we expect a nurse to review the patient’s symptoms before administering a medicine. Similarly, we expect an entrepreneur to examine the underlying market assumptions before venturing into a new business idea. Rather than rushing into glib problem solving or thoughtless decision-making, we believe that everybody needs to take some moments from time to time to reflect: What is the situation? How can I HRDdeal with it? Why is this important to me? To stop and think is another very basic way of describing the process of reflection, but how do we know whether someone is really reflecting – critically or not – about one’s own practice? This question triggered our literature review using Jack Mezirow’s critical reflection definition as a starting point.

  • Were there findings that were surprising to you?

Reflection and non-reflection come in many shades, for example “habitual action”, “thoughtful action”, “understanding”, “introspection”, “intensive reflection” or “critical reflection. Researchers in adult education and human resource development (HRD) have made a sincere effort to distinguish between these shades of reflection in their empirical studies. Maybe our mind was more binary before we started this project: “Reflection yes/no”. So being shown indicators that help us operationalize reflection in our own empirical research was a pleasant side effect of this study.

  • How do you see this study influencing future research and/or practice?

Our study gives an overview on critical reflection research and its operationalization, and it points out four areas of improvement (see checklist at the end of article). Critics might say that we could have taken more efforts to show explicitly the connections between critical reflection and learning and how our work impacts HRD theory, research, and practice. While these are good avenues for future research, we encourage readers to help us think along what our findings mean for learning and development of nurses, teachers and entrepreneurs, and we look forward to continuing this conversation and debate.

The abstract for the paper:

In this article, we review empirical studies that research critical reflection based on Mezirow’s definition. The concepts of content, process, and premise reflection have often been cited, and operationalizing Mezirow’s high-level transformative learning theory and its components has been the endeavor of adult education and human resource development (HRD) researchers. By conducting a literature review, we distill 12 research studies on critical reflection that we dissect, analyze, and compare. Discovering different approaches, assessment processes, and outcomes leads us to the conclusion that there is little agreement on how to operationalize reflection. We suggest four improvements: (a) integrating different critical reflection traditions, (b) using multiple data collection pathways, (c) opting for thematic embedding, and (d) attending to feelings. By implementing these improvements, we hope to stimulate closer alignment of approaches in critical reflection research across adult education and HRD researchers.

You can read “On Critical Reflection: A Review of Mezirow’s Theory and its Operationalization” from Human Resource Development Review free for the next two weeks by clicking here. Want to know all about the latest research Podcast Microphonefrom Human Resource Development Review? Click here to sign up for e-alertsYou can also listen to a podcast with author Henriette Lundgren as she discusses her work on this article. You can listen to the podcast here.

*Image attributed to Kent Nguyen (CC)

HenrietteHenriette Lundgren is a workplace educator and an associated researcher with Tilburg University in the Netherlands. Her main scholarly interests are learning in the workplace, the use of reflection instruments, and adult education theory.

Rob

Rob F. Poell is a professor of human resource development (HRD) in the Department of Human Resource Studies at Tilburg University in the Netherlands. His main scholarly interests are learning in the workplace, action learning, project-based learning, organizing HRD, and learning networks.