Resilience is central to developing organizational capability to respond to global crises such as the Covid-19 pandemic. To date, few studies have examined the relationship between global talent management (GTM) and the organizational resilience of multinational enterprise (MNE) subsidiaries during crises. This study contributes to the GTM and crisis management literature by examining the role of GTM in MNE subsidiaries' resilience during the Covid-19 crisis. Based on the sample of 166 Korean MNEs and their 1227 foreign subsidiaries, including 293 regional headquarters, operating in 49 host countries, this study shows a positive and significant impact of GTM on the resilience of Korean MNEs subsidiaries. Drawing on agency problems at the subsidiary level and bounded rationality at the headquarters level as factors that may bring about failure in TM in MNEs, as well as a core competence perspective, we shed light on the importance of the three-layered governance structure of MNEs in the analysis of GTM and MNE subsidiaries' resilience. The study has practical implications for Korean MNEs and the organizational resilience of MNEs' subsidiaries during crises more generally.

Traditionally, strategic planners and human resource professionals have taken separate approaches in their attempts to improve organization functioning. As a result, strategic planners lack important information that affects the implementation of their plans and human resource managers have little impact on the strategic direction of their organizations. The University of Michigan, Hay Associates, and The Strategic Planning Institute have come together in a new venture to build a multicompany database that links organization characteristics and human resource and strategic planning practices with data on company financial performance. The database will be used to make intercompany comparisons on significant organization variables and to identify those practices that lead to improved financial performance.

Present patterns of productive activity are neither well recognized, optimal for society, nor in accordance with individual preference. Although a great deal of attention has been given to meeting people's needs for income, medical care, and other services, the quality of their lives must also be defined by what they do for themselves and for others. In discovering present patterns of productive activity throughout the life course and optimizing those patterns, we will raise the quality of American life. To accomplish this task, two great changes are needed: we must recognize the full range of productive activities throughout the life course and give people the opportunity to modify the allocation of paid employment.

The concept of organizational culture is here applied to the practice of human resource management. Reasons for the current emphasis on culture as an organizational metaphor are suggested. Cultural indicators which have diagnostic value for human resource professionals include organizational usage of symbols, rituals, ideologies, language, stores, myths, relationships, and humor. Examples of these indicators of culture are drawn from a variety of HRM practices and functions to explore the implications of each indicator. Alternative strategies are presented for improving the management of organizational change through sensitivity to cultural impact and better utilization of existing cultural realities.

Blue Cross of California--a nonprofit corporation--is refocusing itself strategically to become competitive in the rapidly changing health field. It must improve its ability to manage the transition for several years to come. Sustained effort's to ensure continuity will involve generating commitment to the vision of the "new" Blue Cross of California beyond a small, core group of executives at the top, down into middle management and lower level workers. A premium will be placed on developing people skills to deal with innovation and new products, and slowly fostering the new culture.

Based on theoretical frameworks of resource-based theory, dynamic capabilities, and behavioral perspective on human resource management, we developed a multidimensional construct of human resource (HR) capabilities and tested its relationship with quality of patient care using a national sample of U.S. hospitals. The data on HR capabilities were collected from senior managers (421 individuals nested in 279 hospitals) representing both the administrative and clinical sides of the hospitals. The data on quality of patient care were gathered from two unique sources - patients of 207 hospitals who reported the data via the Hospital Consumer Assessment of Healthcare Providers and Systems Survey and 421 senior managers of 279 hospitals. Our analyses using structural equation modeling suggests that the positive relationship of HR capabilities with quality of patient care is mediated by proactive behaviors of health care workers. Implications of the study findings for research and practice are discussed.

How do organizational responses to environmental disruptions affect employees' job-related well-being? As the COVID-19 pandemic has led to new ways of working, increased health concerns, and added responsibilities, employees are facing important challenges in doing their work that can affect their job-related well-being. This study aims to understand how different types of work support (i.e., perceived organizational support and supervisor accessibility) in response to environmental disruption interact with personality traits (i.e., core self-evaluations and future focus) to influence changes in employees' affective commitment to their organization and in their job-related well-being. We develop a moderated mediation model and test it on data collected from 295 individuals working in the United Kingdom. We find that work support for the COVID-19 pandemic, both perceived organizational support and supervisor accessibility, is associated with more positive changes in employees' job-related well-being and that this effect is mediated by changes in employees' affective commitment to their organization. Furthermore, we find that personality traits moderate the relationships between these two types of support and changes in affective commitment to the organization, with those relationships being more positive for employees with low core self-evaluations and for those with a high future focus.

Gainsharing is an important organization development intervention, yet many of the basic questions have not been answered. This paper addresses these questions by developing a conceptual model and using the model to review the case study literature on gainsharing . The plans varied in terms of structural factors, implementation factors, and situational factors, and a majority were successful. Gainsharing impact was found in five key areas: organizational effectiveness, individual quality of work life, ideas and innovation, labor-management cooperation, and pay. Relevant research is briefly reviewed and several unanswered questions are identified for future research.

For many organizations facing high rates of employee turnover, strategies for increasing employee retention may not be practical because employees leave for reasons beyond the control of management or the costs of reducing turnover exceed the benefits to be derived. In this situation managers need to consider strategies that can minimize or buffer the organization from the negative consequences that often follow from turnover. Strategies organizations can use to adapt to uncontrollably high employee turnover rates are presented in this article. In addition, suggestions are made for how managers should make choices among the alternative strategies.

As an emerging topic in human resource management (HRM) research, organizational citizenship behavior for the environment (OCBE) and workgroup green advocacy (WGGA) have been studied as a proxy of the environmental performance of organizations as well as a potential way for companies to assess the impact of their environmental strategies and initiatives. Viewing OCBE and WGGA as green-focused knowledge, skills, abilities, and other characteristics and building on leader-member exchange theory, we examined the effects of leaders' OCBE and WGGA, person-supervisor fit (PSF), and person-group fit (PGF) as well as their potential interactions on members' OCBE and WGGA. To minimize the potential impact of different company strategies, the study was conducted in one MNC using a sample of 269 members from 64 teams. The results revealed that PSF and especially PGF were associated with members' OCBE and WGGA, but leaders' OCBE was a stronger predictor of members' OCBE and WGGA than leaders' WGGA. Contrary to our prediction, no moderating effect of PSF or PGF was found for the associations between leaders' and members' WGGA and OCBE. Together, these findings shed light on the differential trickle-down effects of leaders' perceptions and behaviors in the context of environmental management. As for the implications for HRM practitioners, our findings suggest companies may focus on leaders' OCBE and WGGA as well as on PSF and PGF independently as the means to shaping team members' OCBE and WGGA to support environmental strategies.