Person: Hamori, Monika
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Monika
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Hamori
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IE University
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IE Business School
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Human Resources and Organisational Behaviour
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Publication The impact of developmental job experience on job performance: The importance of team context(John Wiley and Sons Inc, 2023-06-05) Cao, Jie; Hamori, Monika; Ministerio de Ciencia, Innovación y Universidades; Ministerio de Economía y Competitividad; European Regional Development Fund; https://ror.org/02jjdwm75Drawing on social resources theory,we examine the impact of developmental job experience (DJE) on employees' job performance and the role of the team context in this relationship. In a multisource,multiwave dataset of 354 employees working on 40 teams in seven Chinese companies,we find that DJE has a positive indirect relationship with job performance through increasing employees' information and support seeking. This positive indirect relationship is stronger for employees on teams with a high average DJE and low variance in DJE; it is significantly weaker for employees on teams with a low average DJE and a high variance in DJE. These results reveal that the work and team contexts play important roles in the relationship between DJE and employees' work outcomes. © 2023 The Authors. Human Resource Management published by Wiley Periodicals LLC.Publication The Changing Ranks of Corporate Leaders(SAGE Publications Ltd, 2024-02) Cappelli, Peter; Hamori, Monika; Bonet, Rocío; https://ror.org/02jjdwm75The leaders of business are a continued focus of interest in management research and in the broader society. Their attributes speak to social mobility,inequality,and who holds positions of power and influence in society. This article examines the attributes of the ten highest-ranked executives of the largest corporate enterprises in the United States—the Fortune 100—and compares how they have changed over the past 40 years,a period when many assumptions about businesses and the people who run them have changed. While there has been significant change in some areas,such as the increase in the proportion of women and foreign-born executives and the rise in outside hiring,there is no evidence of an increase in younger leaders who advance faster than their predecessors and spend an ever-shorter time with their employer. In fact,top executives now are as old as their peers were in the 1950s,and their tenure with their employer is rising. © The Regents of the University of California 2023.Publication MOOCs at Work: What Induces Employer Support for Them?(Taylor & Francis, 2019-05-21) Hamori, Monika; https://ror.org/02jjdwm75Massive open online courses (MOOCs) are the learning technology with the fastest adoption rates in recent years, and they have the potential to transform corporate development practices. There is, however, only fragmented evidence on how employers use MOOCs. This paper relies on human capital theory to formulate hypotheses about the antecedents of employer support for MOOCs. It tests the hypotheses using data from a survey of MOOC learners and secondary data on the courses and on learners’ countries. The results confirm that small employers that lack the scale to invest in in-company formal training are more likely to provide support for MOOCs than their larger counterparts, and that some organizations grant learners time off from work for MOOCs with not only core, but also non-core but still job-relevant content. Overall, however, employers fail to capitalize on low-cost MOOCs to compensate for a lack of formal training. On the contrary, what little MOOC support they offer goes to executives and full-time, rather than part-time employees.