nep-hrm New Economics Papers
on Human Capital and Human Resource Management
Issue of 2019‒02‒18
four papers chosen by
Patrick Kampkötter
Eberhard Karls Universität Tübingen

  1. Rac(g)e Against the Machine? Social Incentives When Humans Meet Robots By Brice Corgnet; Roberto Hernán-González; Ricardo Mateo
  2. The moderating role of individual variables in the relationship between organizational justice and organizational commitment By Jale Minibas-Poussard; Jeanne Le Roy; Turhan Erkmen
  3. Inequality and Competitive Effort: The Roles of Asymmetric Resources, Opportunity and Outcomes By Francesco Fallucchi; Abhijit Ramalingam
  4. Product Innovation and Educational Diversity in Top and Middle Management Teams By Schubert, Torben; Tavassoli, Sam

  1. By: Brice Corgnet (Univ Lyon, CNRS, GATE UMR 5824, F-69130 Ecully, France); Roberto Hernán-González (Univ. Bourgogne Franche Comté, Burgundy School of Business-CEREN (EA 7477), 29 rue Sambin, 21000 Dijon, France); Ricardo Mateo (Universidad de Navarra, 31009 Pamplona)
    Abstract: Because work is most often performed in a social context, social incentives are key to understand incentive setting in firms. We assess the strength of social incentives, which critically depend on the extent of social preferences and social pressure at work, by assessing the difference in human performance when people complete a sequential task with either other humans or robots. We find evidence that, despite maintaining monetary incentives intact, humans who work with robots underperform those who work with other humans, especially under team pay. The lack of altruism toward robots and the lack of social pressure exerted by robots are key to explain this negative effect under team pay. Under piece rate, the lack of envy toward robots plays a crucial role. Regardless of the payment scheme, our findings show that social incentives are powerful. Accounting for the weakening of social incentives when assessing the cost-efficiency of replacing humans with robots is thus critical.
    Keywords: Incentives, social pressure, social preferences, personnel economics, organizational behavior, automation
    JEL: C92 D23 D91 M52
    Date: 2019
  2. By: Jale Minibas-Poussard (IRG - Institut de Recherche en Gestion - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12 - UPEM - Université Paris-Est Marne-la-Vallée); Jeanne Le Roy (EBS Paris); Turhan Erkmen
    Abstract: Purpose-The purpose of this paper is to analyze the role of individual variables (organization-based self-esteem (OBSE) and work locus of control (WLOC)) that have been suspected to intervene as moderators on the relationship between organizational justice and organizational commitment. Design/methodology/approach-Self-administered survey was completed by 272 bank employees in Istanbul, Turkey. Findings-The results of moderation analyses clearly indicated a significant effect of OBSE and WLOC on the link between justice perceptions and organizational commitment. People are more committed to organizations when they have high OBSE. WLOC together with OBSE moderated the relationship between procedural justice and organizational commitment: people engaged less in their organizations when they perceived low procedural justice and reported lower OBSE. This relationship was revealed only when external WLOC scores were high. Research limitations/implications-The study was conducted in Istanbul, Turkey and the sample was limited to 272 participants. These results show that managers should not only hire personnel with high OBSE but they also should provide a participative work atmosphere where employees can perform with all their potential and capacity that may help them reveal their internal WLOC. Theoretical and practical implications of the study are discussed in the end. Originality/value-The study provides some valuable contributions to the existing body of literature by exhibiting the role of individual variables in the strong relationship between organizational justice and organizational commitment. The findings of the study also contribute to banking sector that has been critical and popular in Turkey since 2001.
    Keywords: Quantitative,Work locus of control Paper type Research paper,Organizational justice,Organizational commitment,Organization-based self-esteem
    Date: 2017–11–06
  3. By: Francesco Fallucchi; Abhijit Ramalingam
    Abstract: We investigate how individuals react to different types of asymmetries in experimental twoplayer Tullock contests where contestants expend resources to win a prize. We compare the effects of three different sources of asymmetry: resources, abilities and possible outcomes. We find that overall competitive effort is greater in the presence of asymmetric abilities than other inequalities. Unlike other forms, asymmetry in abilities elicits a very aggressive reaction from disadvantaged players relative to their advantaged opponents. Moreover, despite similar average efforts, contestants with an advantage in ability mostly play a ‘safe’ strategy that secures a higher likelihood of winning the contest, while other advantaged players strategically adapt their efforts to those of their opponents. The Quantal Response Equilibrium (QRE) suggests that financial incentives are less salient in the presence of a biased contest procedure. Key Words: rent seeking, contest, experiment, asymmetry, heuristics, QRE
    JEL: C91 C92 D31 D72
    Date: 2018
  4. By: Schubert, Torben (CIRCLE, Lund University); Tavassoli, Sam (RMIT University)
    Abstract: The effects of diversity in management teams on firm innovation have become an important topic in strategic management. With a few exceptions, however, the literature has focused on diversity in Top Management Teams (TMTs), while the role of lower management levels, particularly in Middle Management Teams (MMTs), has usually been neglected. In this paper, we intend to fill this gap by explicitly differentiating between the effects of diversity in TMTs and MMTs. By matching various firm-level and individual-level datasets, we compiled a linked employer-employee panel dataset for Sweden for the period 2004–2012. Focusing on measures of educational diversity, we find that the effects differ considerably between MMTs and TMTs. TMTs diversity determines whether firms engage in innovation activities at all (strategic decision), while MMTs diversity affects the actual outcome of innovation processes (successful product innovations and their degree of market novelty).
    Keywords: Product innovation; diversity; middle management; top management; firm performance
    JEL: M12 M14 O30
    Date: 2019–02–12

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