Strategic human resource management and firm effectiveness in industries experiencing decline

Article Abstract:

Human resource practices were studied in three industry types (department store chains, major domestic airlines, integrated oil companies) experiencing decline in order to determine whether the approach was 'shot-gun' or integrated with regard to human resource management. All the industries examined had suffered decreased profits as a result of changing environmental conditions (price wars, deregulation, etc.) and had made large cuts in their work forces. The human resource management orientation of the top-performers reflected a more strategic orientation and these companies tended to engage in more long-term planning during good times; thus, these firms tended to make more informed decisions about human resource management. More research is needed to evaluate the connection between corporate performance and the nature of human resource management.

Analysis, Management, Usage, Human resource management, Services, Retail industry, Retail trade, Airlines, Human resource planning, Petroleum industry, Business planning, Strategic planning (Business), Human capital

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Wage differences between men and women: performance appraisal ratings vs. salary allocation as the locus of bias

Article Abstract:

The nature and origins of male-female wage differentials are explored in the context of a large financial services firm. Survey data from 1831 males and 800 females reveals that modest wage differentials exist, primarily at managerial levels. Two possible evaluation bias sources are assessed: performance appraisal ratings and how those ratings are translated into salaries. Analysis of survey data indicates that on average, performance appraisal ratings do not differ among women and men at the same level. The relationship between performance appraisal ratings and salary is demonstrated to be stronger for men than for women, especially at higher managerial levels. It is suggested that the salary allocation process is the source of bias in large firms, more so than the performance appraisal process.

Social aspects, Economic aspects, Wages, Wages and salaries, Sex discrimination, Employee performance appraisals, Performance appraisals

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