The role-based performance scale: validity analysis of a theory-based measure

Article Abstract:

This study introduces a theory-based measure of employee performance, the Role-Based Performance Scale (RBPS), that is supported with results from a validation study using ten data sets from six companies. In contrast to traditional, job-related measures of employee performance, this proposed alternative measure of performance is based on role theory and identity theory. Because our results support the validity of the scale, we think that the instrument can be used for future research that requires a generalizable measure of performance. The scale demonstrates diagnostic properties that make it useful for practitioners as well as researchers. (Reprinted by permission of the publisher.)

Employee performance appraisals, Identity, Social role, Performance appraisals

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Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictions

Article Abstract:

The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature draws on three dominant modes of theorizing: universalistic, contingency, and configurational perspectives. Seven key strategy human resource practices are identified and used to develop theoretical arguments consistent with each perspective. The results demonstrate that each perspective can be used to structure theoretical arguments that explain significant levels of variation in financial performance. (Reprinted by permission of the publisher.)

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Predicting the performance of initial public offerings: should human resource management be in the equation?

Article Abstract:

Population ecology is used to explain the role of human resource management (HRM) in enhancing the performance of initial public offering (IPO) companies. We examined the determinants of structural inertia and developed hypotheses on the relationship between HRM and organizational performance. The results indicate that two human resource variables, human resource value and organization-based rewards, predict initial investor reaction and long-term survival. The rewards variable negatively affects initial performance but positively affects survival. (Reprinted by permission of the publisher.)

Going public (Securities), Initial public offerings

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