Previous research has primarily focused on the impact of basic psychological needs frustration on parenting styles and its effect on children. However, there is a lack of research on the impact of basic psychological needs frustration in mothers, particularly those who work full time. To fill the gap, this study explores how frustration of needs experienced by full-time working mothers in the family context relates to their experience of maternal stress and family-to-work conflict and the moderating role of financial motivation to work. In a three-wave study of 168 full-time working mothers, we discovered a positive correlation between basic psychological needs frustration and maternal stress, which in turn led to family-to-work conflict. These relationships were more pronounced among mothers with lower financial motivation to work, as opposed to those with higher. We conclude by discussing the implications of our research and suggesting areas for future study.

Clive had the privilege of speaking with Kerry in late March 2010. They covered a number of governance issues, and here are Kerry's thoughts.

From a New Zealand perspective, but also with an eye on the US and UK, and to a lesser extent Australia, for me the overriding issue is that boards and Directors are not providing consistently strong leadership that adds value to businesses.

Underneath that I think that there are three specific issues. Firstly, there is a real shortage of directors with a strong business background. These are the sort of people who have been senior executives or chief executives. They understand strategy and leadership in the broadest sense of the word, and they can lead people and organizations. They have been well trained to make decisions and understand how business decisions are made. Critically, they know about sustained business improvement and creating high performance companies – how to lead people and to use systems to increase productivity. So, if you are trying to recruit directors now in New Zealand, there is a very limited pool of people who have that real depth of business background. There are a lot of people who want to be directors and who are trained in accounting, law and other professions, but there is an increasing shortage of people with the real depth of business experience that is required.

The aim of this paper is to provide a representation of the employee viewpoint on emerging issues related to HRM practices associated with the ‘new employment relationship’. Data obtained from employees across two studies in two very different countries – South Africa and New Zealand has been used to represent the employee perspective. Interestingly, a number of shared perceptions about these HRM practices are found to exist between employees from South Africa and New Zealand, suggesting the problems employees currently experience with the HR practices in the workplace that aim to promote this new relationship could be more widely shared.

The areas of shared concern highlighted by employees were mainly related to the implementation of HRM practices. For example, insufficient line management commitment, unfairness and inconsistency in the application of HR policies were all issues that were commonly raised, as was poor communication. Employees attributed these problems to the inadequate skills of those responsible for the implementation of HRM, and tended to be of the view that they could effectively be resolved through the HR department playing a more central role in the implementation of HRM in an organisation, training of line managers to carry out their HR responsibilities more effectively and increased consultation with employees.

Employees participating in these studies appeared to demonstrate a surprisingly high level of awareness and cognisance in identifying problems with HR practice and more significantly how these problems might be rectified. This would support the importance of accessing the employee perspective in both the implementation and research into HRM in practice. Based on the issues highlighted by the employees, increased co operation between line management, the HR department and employees is suggested to facilitate the effective design and implementation of HRM practice in this era of new employment relations.

Human Resource Management (HRM), as a sub-discipline of management science, is in its infancy. HRM practices are often Utopian in expectation and fail to incorporate a realistic view of existing knowledge bases in the psychological, social, and biological sciences. The HRM discipline relies upon theoretical approaches (eg theories of motivation, satisfaction, and performance) which are: (1) almost invariably linear in conceptualisation and depend largely upon correlational evidence, (2) frequently validated within nonrepresentative contexts that are overly constrained by researchers and (3) overly simplistic in that the constraints and patterns imposed by our biological, psychological and social systems are frequently ignored or assumed to constitute random error within the models. This frequently translates into HRM practices which map reasonably well onto theory yet fall short of yielding expected outcomes. The theories do not match the realities observed. We point to nonlinear dynamics and chaos theory as a way of conceptualising how common HRM practices may translate into observable outcomes. Such an approach will force managers to pull back from simple reliance on linear predictions and realise that truly effective HRM practices should be sensitive to the unique, complex and less systematically predictable patterns of human behaviour.

The incessant trend towards the internationalisation of the marketplace will continue to dominate the agendas of managers of Australia's manufacturing establishments as they approach the next millennium. Empirical studies of the determinants of the firm's export marketing behaviour have been quite prolific and internationally comprehensive (Aaby and Slater 1989) and the characteristics and attitudes of the firm's main decision makers are often posed as important explanatory variables. The current study also examines the significance of managerial characteristics, commitment and attitudes towards exporting behaviour, by concentrating on a sample of firms drawn from a single industry (food and beverage processors) and with similar size and locational characteristics (small-medium firms located in regional Victoria).

A logistic regression model with a binary dependent variable (ie current exporter vs non-exporter) and, initially, 19 independent variables was formulated and estimated. An optimal model utilising only six of the most significant, management-related variables was able to predict the probability of a firm being an exporter with an accuracy of over 90% . The importance of management's willingness to commit both its mind and its firm's resources to the export endeavour and its recognition of the importance of price competitiveness were significant discriminators of active export behaviour. Exporting managers were also found more likely to be tertiary educated and foreign language fluent but not necessarily any younger than their non-exporting counterparts.

In the management literature, authority is generally defined as, or confused with, power (legitimate or otherwise) on the one hand, or (less frequently) attributed to subordinate concession on the other. In short, authority is thought to have two faces. The aim of the present paper is to demonstrate the confusions surrounding the use of authority and to suggest that more attention should be directed to the important differences between authority, power and legitimacy. An analysis of managerial authority is discussed that argues for the crucial relationship, recognised by the ancients, between authority and rhetoric. Authority, it is argued, is not legitimate power but a source of power and is established by effective rhetoric.

The nexus of legacy and leadership is an understudied area. Drawing on the legacy of leadership researcher, Professor Ken Parry, and incorporating several well supported themes of the phenomenon of leadership, the similarities between legacy and leadership are explored. Key themes include followership, sensemaking, change, context, the social influence process, and leadership as artifact.

There are significant ambiguities surrounding the academic discipline of management, which can be analysed in terms of three major debates. First the professional status of management brings with it questions about restriction or access to management education, the control of curricular and the relative importance of basic, applied and consultancy-driven research. Second, there are debates about the changing nature of management research, which require the accomodation of increasing diversity within management theory. Finally, the ambiguities associated with these debates can be seen to have impacted on the development of management education, its accessibility and diversity. The ambiguities associated with these debates must be carefully managed if the discipline is to prosper. New organisational forms are needed to embed management teaching and research within the complex collaborative relationships of the many stakeholders involved.

This quantitative study explores the perceptions of 379 nurses using a survey to assess awareness of, participation in, and effectiveness of 28 workforce retention strategies offered by Queensland Health. Perceptions of workforce retention strategies were also examined to determine if any aspects of the strategy (retention factors) had an influence on turnover intention. The major findings were that respondents were more aware and had participated to a greater extent in those strategies that were included in Queensland Health policy or were part of the nursing Enterprise Bargaining Agreement. Strategies ranked as most effective included those that provided a monetary advantage and to a lesser extent, a professional development opportunity. A positive relationship was found between retention factors and decreased turnover intention.

The resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.

This article contributes to the knowledge about diversity and inclusion by including a discussion of corporate social responsibility, communication strategies, social capital, and social identity. This article also includes archival data as use cases to demonstrate how two companies are implementing diversity and inclusion practices. I further discuss how the companies' current practices are aligned with human resource components including recruitment and selection; training and development; and compensation and rewards. I conclude by making recommendations to assist companies in building a culture of diversity and inclusion noting a multilevel approach including senior leaders, managers, and underrepresented groups.

In this study, we explore how early career advancement affects the gender pay gap among top executives and argue that an employee's age at attainment of an executive position serves as a signal that helps reduce biases toward women, thereby lowering gender pay differentials. We analyze career data of 803 executives from public high-technology manufacturing firms in the United States by collecting information from ExecuComp, Marquis Who's Who, LinkedIn, and Bloomberg. Our results indicate that attaining a top management position at a young age has a positive effect on pay, particularly among women, and this effect is due to the variable portion of compensation, which represents a large proportion of compensation among top executives. Further, recent research has identified a pay premium among high-potential female managers, although its key drivers remain unclear. This paper explores age as an observable signal that influences this premium and reduces the gender pay gap.

COVID-19 may not only pose threats but also provided opportunities for innovation and growth for many high-tech small- and medium-sized enterprises (SMEs). This study investigates the relationship between entrepreneurial passion (EP), dynamic capability (DC) for innovation and product innovation performance in SMEs during COVID-19. Hierarchical regression and bootstrapping methods were employed per the survey data of 195 Chinese SMEs. The results reveal that EP is an imperative antecedent of DC and product innovation. DC also positively mediates the relationship between SMEs’ product innovation performance and top managers’ EP. In addition, this mediation effect of DC becomes more pronounced when firms are facing more opportunities. These findings advance the existing literature by specifying the process top managers use to cultivate product innovation within SMEs in times of crisis.

This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police (N = 148), public service (N = 479, not-for-profit (N = 96), and construction (N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.

As jobs become increasingly complex, organizations are challenged with finding effective ways to select and hire successful employees. The high level of uncertainty generally associated with hiring decisions is greater for complex jobs where it is difficult to identify the predictors of good job performance. Intuition research has found expert intuition to be effective in highly uncertain decision environments. However, most employment selection research dismisses the use of intuition and argues that even expert interviewers should not rely on their intuition. To bridge the two research streams, this paper addresses the research question: for complex jobs, can the intuition of expert decision-makers enhance the effectiveness of hiring decisions? The hypotheses were tested via an experimental study design using expert and nonexpert interviewer samples. The results demonstrate that, when recruiting for complex jobs, interviewer expertise does increase the quality of intuitive hiring decisions.

We propose that while positive performance feedback is positively related to firm sentiment, negative performance feedback is negatively associated with the firm sentiment. Additionally, overconfident Chief Executive Officers (CEOs) will improve the positive relationship between positive performance feedback and firm sentiment and reduce the negative relationship between negative performance feedback and firm sentiment. Using 7,182 firm-year observations for the 2004−2017 period, we show that positive performance feedback positively affects firm sentiment, and negative performance feedback negatively influences firm sentiment. We also found that higher levels of CEO overconfidence will minimize the negative impact of negative performance feedback on firm sentiment. Our research extends the current discourse on organizational impression management (proxied by firm sentiment) and CEO overconfidence research as we provide a nuanced relationship between firm performance feedback and organizational impression management. Our findings have theoretical and practical implications for corporate governance leaders and shareholders.