2012 Awards for Excellence

Citation

(2013), "2012 Awards for Excellence", Personnel Review, Vol. 42 No. 1. https://doi.org/10.1108/pr.2013.01442aaa.001

2012 Awards for Excellence

Article Type: 2012 Awards for Excellence From: Personnel Review, Volume 42, Issue 1

The following article was selected for this year's Outstanding Paper Award for Personnel Review

‘‘High commitment performance management: the roles of justice and trust’’

Elaine FarndaleDepartment of Human Resource Studies, Tilburg University, Tilburg, The Netherlands

Veronica Hope-HaileyBusiness School, London, UK

Clare KelliherCranfield School of Management, Cranfield University, Cranfield, UK

Purpose – The purpose of this paper is to explore the relationship between employees’ perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours.

Design/methodology/approach – A total of 524 questionnaire responses were collected from four organisations in the UK.

Findings – The findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator.

Research limitations/implications – This is a cross-sectional study based on self-report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.

Practical implications – This is a cross-sectional study based on self-report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.

Originality/value – This is a cross-sectional study based on self-report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.

Keywords Employees attitudes, Human resource management, Justice, Performance management, Trust, United Kingdom

This article originally appeared in Volume 40 Number 1, 2011, pp. 5-23, Personnel Review

The following articles were selected for this year’s Highly Commended Award

‘‘Service quality and turnover intentions as perceived by employees: antecedents and consequences’’

Terje SlåttenGoöran SvenssonSander Sværi

This article originally appeared in Volume 40 Number 2, 2011, Personnel Review

‘‘Perceptions of the presence and effectiveness of high involvement work systems and their relationship to employee attitudes: a test of competing models’’

Morris B. MendelsonNick TurnerJulian Barlin

This article originally appeared in Volume 40 Number 1, 2011, Personnel Review

‘‘The role of organisational commitment in the analysis of resistance to change: Co-predictor and moderator effects’’

Riccardo PecceiAntonio GiangrecoAntonio Sebastiano

This article originally appeared in Volume 40 Number 1, 2011, Personnel Review

Outstanding Reviewers

Dr Akram Al ArissUniversité de Toulouse, France

Dr Christopher ChanYork University, Canada