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 ISSN 1996-3300

Human Resources
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Police Management and Leadership Roles

Gottschalk, P
A manager’s job consists of several parallel roles. At a certain point in time, one role may be more critical than other roles. For police managers, the roles of personnel leader and resource allocator belong to the police unit. The roles of spokesman and entrepreneur belong to the relationship between police unit and police organization, while the roles of monitor and liaison belong to the relationship between police unit and police environment.

Non-executive Directors in the Profit and Non-profit Sector: A Different Approach Towards Governance?

Luckerath-Rovers, M

Quadackers, L

De Bos, A
After the recent scandals and the introduction of new corporate governance codes, non-executive directors (NED's) and supervisors have started playing an increasingly important role in providing the ‘checks and balances’ of organizations. Little is known about the way in which NED's fulfill their supervisory role. This article compares NED's in profit organizations to those in non-profit organizations. The underlying research is only exploratory. The article is a closer analysis of the results obtained from the Dutch Non-executive Directors Survey 2007 . The results show that significant differences exist between NED's in profit and non-profit organizations. The practical relevance of this study is that it aims to highlight the differences of NED's within non-profit and profit organizations. An analysis of the differences may lead to a debate within society.

Where is the Theory for CEO Compensation?....Making Sense of Recent Empirical-based Conclusions About CEO Pay

Angus Yongheng Yao

Michel Magnan
CEO compensation is at the forefront of the current financial crisis and generates intense debates in academic circles (eg, Bogle 2008, Kaplan 2008a, 2008b, Walsh 2008a, 2008b). In this commentary, we highlight that the lack of a theoretical foundation undermines existing discussions of CEO compensation. In our view, agency theory does not provide a relevant and reliable underlying theory for executive compensation. Moreover, it fails to make explicit predictions of CEO compensation. We conclude by calling for a novel and contextually richer approach to understand CEO compensation determination and consequences.

Hiring Chances Are Bad For Older Workers

Buesch, V

Dittrich, D

Koenigstein, M
It is often claimed that work opportunities decline with age,‭ ‬that hiring chances of older persons are poor. We investigate this by collecting questionnaire responses from personnel managers of German manufacturing firms, eliciting a hypothetical hiring decision based on three fictitious candidates. We rely on an age-neutral job and a small age-gap of 14 years between the youngest and the oldest candidate. The quasi-experimental design of the questionnaire allows us to control for possible productivity differences and other economic explanations for declining hiring chances. The data show a 60 percentage point difference in hiring probabilities between the youngest and oldest candidate.

Female Directors on Corporate Boards Provide Legitimacy to a Company - A Resource Dependency Perspective

Mijntje Luckerath-Rovers
This study addresses the research question why some companies do and others do not have women on their boards. This study provides evidence on the organizational characteristics that affect the likelihood of women being appointed. The results show that in The Netherlands company size, board size, industry and the exchange segment the company is traded on, significantly impact the female representation on the board of directors. This study supports resource dependence theory that boards of directors serve as a linking mechanism between companies and their stakeholders, and that they provide legitimacy to different stakeholders or groups within our society. While societal pressure to appoint female directors to corporate boards has increased in the past decade, this is more likely to have influenced companies which are more inclined to conform to societal expectations. Moreover, the presence of female directors on company boards provides legitimacy to the outside world regarding the company’s values on diversity. These results add new evidence to the existing literature whether corporate boards act as a linking mechanism to society. Any comprehensive investigation of the impact of providing legitimacy by female board members on corporate performance should not be limited to profitability (which is mostly concerned with shareholders profit), but should include, for example, social and market performance and the satisfaction of relevant stakeholders.

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