Papers by richard E . Kopelman
An extensive literature has accumulated pertinent to various management and marketing practices a... more An extensive literature has accumulated pertinent to various management and marketing practices and organizational performance. With regard to HRM practices alone, a meta-analysis identified more than 100 studies. Although positive relationships have almost universally been found, longitudinal analyses have been scarce; and the few longitudinal studies have almost exclusively looked at one causal priority—practices at time 1 and organizational performance at time 2. Yet, “reverse causation” is quite plausible, i.e., that organizational performance may lead to the subsequent enactment of various practices. The present research examines cross-lagged longitudinal data from 219 companies in 44 industries in order to make inferences about causal relationships. Management/marketing practices were assessed using Fortune ratings and organizational performance was assessed using the objective criterion of market capitalization. In brief, the following fundamental question is addressed: Is th...
The Psychological Record, 1990
Research Management, 1977
T here's that great old fable about the blind men and the elephant: Six blind men are asked t... more T here's that great old fable about the blind men and the elephant: Six blind men are asked to describe the kind of animal they're touching. But they're each grabbing different parts—trunk, tusk, leg, tail—so they each describe a different animal. It's an effective analogy for the Family and Medical Leave Act (FMLA) of 1993. Depending on what part of it you're grabbing , you've got a completely different creature. Those differences are creating quite a fuss in Washington, D.C. Some lawmak-ers, focusing on the FMLA's protection of the ill and of families, find a manageable , docile, benevolent animal. Others, citing tales of interminable bureaucracy and convoluted compliance rules, find a poorly behaved, troublesome beast. Both sides agree on one thing: The FMLA has the best of intentions. But from there, their attitudes veer down sharply different paths. In fact, the com-batants have moved far past grumbles and gripes. Each side has introduced its own ame...
Journal of case management
Social service programs that do not generate sufficient revenues will not survive in a Fee-For-Se... more Social service programs that do not generate sufficient revenues will not survive in a Fee-For-Service (FFS) system. Yet a concern about finances is alien to many social workers' client-centered orientation. This article presents findings from a study that evaluated the effect of an objective feedback intervention on social workers' productivity in an FFS HIV/AIDS case management program. Results showed a substantial increase in billable hours (13.4% year-to-year; 6.4% pre- to-post intervention) which enable the program to reverse its operating deficit and raise staff salaries.
We develop and test a model of organization performance that incorporates both the key functions ... more We develop and test a model of organization performance that incorporates both the key functions identified by Simon26 and the input-output paradigm. Specifically, we posit that three distinct capabilities mediate relationships between three sets of manage- ment practices—customer, employee and enterprise directed and organization performance. Structural equation modeling analyses were performed using a sample of employees from organizations of all types. Data demonstrated sizable and significant links am- ong practices employed, corresponding capabilities, and organization performance (R2 = .59, a large
The conventional paradigm for testing expectancy theory predictions of work behavior has been to ... more The conventional paradigm for testing expectancy theory predictions of work behavior has been to correlate expectancy-value reports with concurrent measures of motivation and performance. Although this static, two-variable approach has typically yielded statistically significant results, correlations have not been sizable. This study, using a sample of design and development engineers over a four-year period, posited and found that expectancy theory predictions were materially strengthened by taking into account the effects of five complicating factors. Specifically, these factors were: (1) time, (2) the initial level of the criterion, (3) the level of rewards, (4) task-specific ability, and (5) control system responsiveness. (Author) a
Improving Organizational Performance, 2019
Improving Organizational Performance, 2019
Improving Organizational Performance, 2019
International Management Review, 2017
The Cube One framework posits that successful organizations will enact high levels of three sets ... more The Cube One framework posits that successful organizations will enact high levels of three sets of practices: enterprise-, employee- and customer-directed. Dividing levels of enacted practices into three levels-high, middle, and low-organizations that are high in enacting all three sets of practices are classified in Cube One; those low on all three sets of practices are classified in cube 27. A schematic representation of the Cube One framework is provided in Figure 1.Enterprise-directed practices are related to improving productivity, and the motivation, knowledge and skills of employees. Among these practices is a set that has been called GMFAC: the extent to which organizations set goals, measure performance, provide feedback on performance, hold individuals accountable, and provide appropriate consequences such as individual or team-based rewards. These practices have been measured by 10 items (see Kopelman & Prottas, 2012, for all 30 items assessing enterprise, customer-, and...
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Papers by richard E . Kopelman