Although a few published, multiindustry, firm-level, empirical studies have linked systems of high-investment or high-performance human resource management practices to enhanced small-firm performance, this stream of strategic human resource management research is underdeveloped and equivocal. Accordingly, in this study, we use a sample of…

Examined characteristics of drug-testing programs that were associated with personnel managers' judgments of the programs' effectiveness using data gathered from human resource managers (N=190). Results showed drug-testing programs considered to be effective were supported by ancillary activities (such as employee assistance programs), targeted…

A review of conclusions of previous studies indicates that the employment interview lacks reliability and validity. Authors suggests that "...research should be directed toward identification of the variables which are best and most consistently evaluated by the employment interview," and offers suggestions for the practicing personnel…

Examined how personnel managers (N=19) and line managers (N=28) make disciplinary decisions using policy-capturing approach. Findings suggested that factors likely to affect attributions about reason for a disciplinary problem were important determinants of disciplinary decisions. Considerable weight was assigned to either provocation, tenure, or…

Assessed the importance of the informational content of letters of recommendation. Personnel directors (N=98) rated sample letters. Results showed that example specificity and favorability increased the positive perceptions of the recommendee. Example specificity also enhanced the perceived credibility of the letter writer. (JAC)

Personnel managers examined vignettes in which an employee had made a serious mistake. Responses indicated that employees in traditionally male-identified positions were seen as more competent than those in female-identified jobs. Punishing personnel action was least likely to be recommended for men in traditionally male positions. (Author/SJL)

Sex differences in job orientation found by Manhardt (1972) were explored to determine if they still exist, or if a trend toward similarity as found in studies on traits and behaviors prevails. Implications for personnel managers in handling differences on job orientation of males and females are discussed. (Author/KC)