Pub Date : 2024-09-16eCollection Date: 2024-01-01DOI: 10.1080/09585192.2024.2401582
Chris Woodrow, Ceren Erdem, David E Guest
Psychological contract theory has largely neglected the role of previous experience. In this study, we examine how previous work experience influences outcomes of communication with organizational insiders during organizational socialization among healthcare staff. We develop a model based on signalling theory, within which information acquisition during socialization is associated with psychological contract fulfilment, which is in turn is related to better health, happiness, and social relationships. Moderated mediation analysis based on data collected at entry and three months later confirms indirect effects between three types of information acquisition and three employee outcomes via the mediating role of psychological contract fulfilment. Importantly, these indirect effects are present only for inexperienced newcomers. Our findings build on signalling theory and add to knowledge about how the psychological contract forms during early socialization. They also suggest that organizations should pay particular attention to inducting inexperienced newcomers.
{"title":"The role of previous experience in the analysis of the psychological contract and its outcomes during the socialization process: a signalling theory perspective.","authors":"Chris Woodrow, Ceren Erdem, David E Guest","doi":"10.1080/09585192.2024.2401582","DOIUrl":"10.1080/09585192.2024.2401582","url":null,"abstract":"<p><p>Psychological contract theory has largely neglected the role of previous experience. In this study, we examine how previous work experience influences outcomes of communication with organizational insiders during organizational socialization among healthcare staff. We develop a model based on signalling theory, within which information acquisition during socialization is associated with psychological contract fulfilment, which is in turn is related to better health, happiness, and social relationships. Moderated mediation analysis based on data collected at entry and three months later confirms indirect effects between three types of information acquisition and three employee outcomes <i>via</i> the mediating role of psychological contract fulfilment. Importantly, these indirect effects are present only for inexperienced newcomers. Our findings build on signalling theory and add to knowledge about how the psychological contract forms during early socialization. They also suggest that organizations should pay particular attention to inducting inexperienced newcomers.</p>","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"35 18","pages":"3145-3171"},"PeriodicalIF":4.9,"publicationDate":"2024-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC11451067/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142380827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-14DOI: 10.1080/09585192.2023.2279224
Saïd Elbanna, Tahniyath Fatima, Abdulla Fetais, Othman Al Thawadi
AbstractThis study is motivated by the infancy of literature on strategic HRM in regard to government policies and the lack of empirical research on the HRM policy of nationalization in the countries of the Gulf Cooperation Council (GCC). As such, it adopts a process oriented strategic HRM perspective through developing and examining an integrative framework of the antecedents and outcomes of the quality of the implementation of the Qatarized workforce in Qatar. This framework is informed by three aspects of the strategic planning process, namely, formulation, implementation, and evaluation, as determinants of the quality of implementation of the Qatarization strategy and how the latter, along with the three sets of strategic planning variables, influence the success of this strategy. In surveying 313 managers from organizations in Qatar, the study contributes to several streams of the literature: strategic HRM, nationalization, and strategic management, where the findings show that the implementation quality of Qatarization strategy is shaped by all three as aspects of the strategic planning process and that the success of this strategy cannot adequately be targeted without such an integrative perspective. However, the findings also suggest that the three aspects do not contribute equally to the success of this strategy. These findings entail several implications for managers, including the importance of paying heed to the comprehensive concept of integrative strategic planning in general, and the important role that formal planning plays when ensuring the success of publicly mandated HRM strategies.Keywords: QatarizationHRM strategy implementationworkforce nationalizationgCCstrategic HRMstrategy successlabor policy AcknowledgementsThe statements made herein are solely the responsibility of the authors.Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings will be available in Qatar National Library following a 6-month embargo from the date of publication to allow for commercialization of research findings.Notes1 Appendix I, submitted as supplementary additional material, shows the items used in our measures and their standardized factor loadings.Additional informationFundingOpen Access funding provided by the Qatar National Library. This paper was made possible by NPRP grant # [12S-0311-190314] from the Qatar National Research Fund (a member of Qatar Foundation).
{"title":"Unveiling Qatarization: a strategic HRM perspective on the context of implementing successful workforce nationalization","authors":"Saïd Elbanna, Tahniyath Fatima, Abdulla Fetais, Othman Al Thawadi","doi":"10.1080/09585192.2023.2279224","DOIUrl":"https://doi.org/10.1080/09585192.2023.2279224","url":null,"abstract":"AbstractThis study is motivated by the infancy of literature on strategic HRM in regard to government policies and the lack of empirical research on the HRM policy of nationalization in the countries of the Gulf Cooperation Council (GCC). As such, it adopts a process oriented strategic HRM perspective through developing and examining an integrative framework of the antecedents and outcomes of the quality of the implementation of the Qatarized workforce in Qatar. This framework is informed by three aspects of the strategic planning process, namely, formulation, implementation, and evaluation, as determinants of the quality of implementation of the Qatarization strategy and how the latter, along with the three sets of strategic planning variables, influence the success of this strategy. In surveying 313 managers from organizations in Qatar, the study contributes to several streams of the literature: strategic HRM, nationalization, and strategic management, where the findings show that the implementation quality of Qatarization strategy is shaped by all three as aspects of the strategic planning process and that the success of this strategy cannot adequately be targeted without such an integrative perspective. However, the findings also suggest that the three aspects do not contribute equally to the success of this strategy. These findings entail several implications for managers, including the importance of paying heed to the comprehensive concept of integrative strategic planning in general, and the important role that formal planning plays when ensuring the success of publicly mandated HRM strategies.Keywords: QatarizationHRM strategy implementationworkforce nationalizationgCCstrategic HRMstrategy successlabor policy AcknowledgementsThe statements made herein are solely the responsibility of the authors.Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings will be available in Qatar National Library following a 6-month embargo from the date of publication to allow for commercialization of research findings.Notes1 Appendix I, submitted as supplementary additional material, shows the items used in our measures and their standardized factor loadings.Additional informationFundingOpen Access funding provided by the Qatar National Library. This paper was made possible by NPRP grant # [12S-0311-190314] from the Qatar National Research Fund (a member of Qatar Foundation).","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"31 38","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134954126","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-09DOI: 10.1080/09585192.2023.2278525
Mengtian Xiao
AbstractAs knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator’s subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator’s perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider’s factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices.Keywords: Knowledge hidingperpetrator-centriccross-culturalmeta-analysisHRM Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available on reasonable request from the corresponding author, Mengtian Xiao.Additional informationFundingThis work was supported by the National Natural Science Foundation of China (research project 72102191).
{"title":"Antecedents and consequences of perpetrator-centric knowledge hiding within organizations: a cross-cultural meta-analytic review and implications for human resource management","authors":"Mengtian Xiao","doi":"10.1080/09585192.2023.2278525","DOIUrl":"https://doi.org/10.1080/09585192.2023.2278525","url":null,"abstract":"AbstractAs knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator’s subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator’s perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider’s factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices.Keywords: Knowledge hidingperpetrator-centriccross-culturalmeta-analysisHRM Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available on reasonable request from the corresponding author, Mengtian Xiao.Additional informationFundingThis work was supported by the National Natural Science Foundation of China (research project 72102191).","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":" 34","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135242747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-03DOI: 10.1080/09585192.2023.2274659
Alfred Presbitero, Fabian Jintae Froese, Vesa Peltokorpi, Markus Pudelko, Helene Tenzer
Research on language in international business has grown substantially during the last two decades. However, research that links language to human resource management (HRM) has remained scarce. This is unfortunate because attracting, developing, motivating, and retaining a multilingual workforce is essential for the long-term success of organizations in today’s global business world. The present special issue on language in international HRM contributes to tackling this gap. We provide an overview of the current state of research on language in nternational HRM and preview the papers in this special issue. Building on and extending current knowledge, we propose future research directions in terms of 1) a nuanced understanding of HRM functions, 2) language as part of multinational diversity management, 3) consideration of different actors and different contexts, 4) robust theorizing at multiple levels, and 5) more diverse methods to capture complex realities of a multilingual workforce.
{"title":"Language in international human resource management: current state of research and future research directions","authors":"Alfred Presbitero, Fabian Jintae Froese, Vesa Peltokorpi, Markus Pudelko, Helene Tenzer","doi":"10.1080/09585192.2023.2274659","DOIUrl":"https://doi.org/10.1080/09585192.2023.2274659","url":null,"abstract":"Research on language in international business has grown substantially during the last two decades. However, research that links language to human resource management (HRM) has remained scarce. This is unfortunate because attracting, developing, motivating, and retaining a multilingual workforce is essential for the long-term success of organizations in today’s global business world. The present special issue on language in international HRM contributes to tackling this gap. We provide an overview of the current state of research on language in nternational HRM and preview the papers in this special issue. Building on and extending current knowledge, we propose future research directions in terms of 1) a nuanced understanding of HRM functions, 2) language as part of multinational diversity management, 3) consideration of different actors and different contexts, 4) robust theorizing at multiple levels, and 5) more diverse methods to capture complex realities of a multilingual workforce.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"46 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135819847","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-30DOI: 10.1080/09585192.2023.2273331
Sarah Diederich, Anja Iseke, Kerstin Pull, Martin Schneider
{"title":"Role (in-)congruity and the Catch 22 for female executives: how stereotyping contributes to the gender pay gap at top executive level","authors":"Sarah Diederich, Anja Iseke, Kerstin Pull, Martin Schneider","doi":"10.1080/09585192.2023.2273331","DOIUrl":"https://doi.org/10.1080/09585192.2023.2273331","url":null,"abstract":"","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"35 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136104353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-30DOI: 10.1080/09585192.2023.2275128
Arup Varma, Akanksha Jaiswal, Vijay Pereira, Parth Patel, Daicy Vaz, Y. L. N. Kumar
AbstractExpatriates are an integral part of international human resources, enabling multinational corporations (MNCs) to implement and execute strategy. Yet, the issues related to the expatriates’ adjustment to their new environments can negatively affect the ability of MNCs to do business. As the major currency of communication, language is among the most complex issues related to adjustment in a new host country. In this study, we contribute by utilizing social learning and linguistic relativity as two key theoretical lenses to identify and examine the dimensions of expatriate adjustment. To do so, we conducted semi-structured interviews with 20 Indian expatriates in several countries around the world (English and non-English speaking). Our findings revealed five dimensions including (i) nuances of language (ii) role of language (iii) mechanisms to overcome language issues (iv) support and (v) expatriates’ adjustment. We analysed the data using the Gioia methodology. We discuss our findings’ theoretical and practical implications and offer suggestions for future research.Keywords: ExpatriateIndialanguageadjustmenthost country Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data associated with this study are available from the first author, upon request.Notes1 We would like to thank an anonymous reviewer for this suggestion.2 Hindi is the official language of India and spoken by a large population of Indians.3 Organization name is disguised to maintain anonymity.4 We thank an anonymous reviewer for this suggestion.
{"title":"Mind your language: an empirical investigation into the role of language in Indian expatriate professionals’ adjustment abroad","authors":"Arup Varma, Akanksha Jaiswal, Vijay Pereira, Parth Patel, Daicy Vaz, Y. L. N. Kumar","doi":"10.1080/09585192.2023.2275128","DOIUrl":"https://doi.org/10.1080/09585192.2023.2275128","url":null,"abstract":"AbstractExpatriates are an integral part of international human resources, enabling multinational corporations (MNCs) to implement and execute strategy. Yet, the issues related to the expatriates’ adjustment to their new environments can negatively affect the ability of MNCs to do business. As the major currency of communication, language is among the most complex issues related to adjustment in a new host country. In this study, we contribute by utilizing social learning and linguistic relativity as two key theoretical lenses to identify and examine the dimensions of expatriate adjustment. To do so, we conducted semi-structured interviews with 20 Indian expatriates in several countries around the world (English and non-English speaking). Our findings revealed five dimensions including (i) nuances of language (ii) role of language (iii) mechanisms to overcome language issues (iv) support and (v) expatriates’ adjustment. We analysed the data using the Gioia methodology. We discuss our findings’ theoretical and practical implications and offer suggestions for future research.Keywords: ExpatriateIndialanguageadjustmenthost country Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data associated with this study are available from the first author, upon request.Notes1 We would like to thank an anonymous reviewer for this suggestion.2 Hindi is the official language of India and spoken by a large population of Indians.3 Organization name is disguised to maintain anonymity.4 We thank an anonymous reviewer for this suggestion.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"43 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136067523","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-20DOI: 10.1080/09585192.2023.2271835
Farveh Farivar, Farjam Eshraghian, Najmeh Hafezieh, David Cheng
The surge of remote and hybrid work in the post-pandemic era has reinforced the blurred boundaries between work and nonwork responsibilities. Thus, how people manage the boundaries between work and nonwork domains has become more complicated. This study advances the work of previous studies on constant connectivity by focusing on how employees’ perception of constant connectivity might actualize their boundary management behaviors. By adopting affordances for practice perspective, our study focused on contextual factors, including IT/internet policies, informal social norms, and work flexibility, to investigate how these factors could influence employees’ perception of constant connectivity. This paper reports a two-phase study. In the first phase, we used sentiment analysis to rank 38 internet use policies of Australian universities, grading their strictness toward ICT/internet use. Next, building on the first phase, we interviewed 28 academics. We identified three perceptions of constant connectivity related to participants’ practices, including constant connectivity as a resource for practice, a challenge for practice, and duality for practice. We also found five distinct boundary management behaviors connected to three different perceptions.
{"title":"Constant connectivity and boundary management behaviors: the role of human agency","authors":"Farveh Farivar, Farjam Eshraghian, Najmeh Hafezieh, David Cheng","doi":"10.1080/09585192.2023.2271835","DOIUrl":"https://doi.org/10.1080/09585192.2023.2271835","url":null,"abstract":"The surge of remote and hybrid work in the post-pandemic era has reinforced the blurred boundaries between work and nonwork responsibilities. Thus, how people manage the boundaries between work and nonwork domains has become more complicated. This study advances the work of previous studies on constant connectivity by focusing on how employees’ perception of constant connectivity might actualize their boundary management behaviors. By adopting affordances for practice perspective, our study focused on contextual factors, including IT/internet policies, informal social norms, and work flexibility, to investigate how these factors could influence employees’ perception of constant connectivity. This paper reports a two-phase study. In the first phase, we used sentiment analysis to rank 38 internet use policies of Australian universities, grading their strictness toward ICT/internet use. Next, building on the first phase, we interviewed 28 academics. We identified three perceptions of constant connectivity related to participants’ practices, including constant connectivity as a resource for practice, a challenge for practice, and duality for practice. We also found five distinct boundary management behaviors connected to three different perceptions.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135616231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-16DOI: 10.1080/09585192.2023.2267426
Jeremy Celse, Kirk Chang
Fair recruitment matters, as it affects employees, managers and the organization. The phenomenon of athletic-participation-preference (APP) concerns both scholars and managers, affecting the policy and implementation of fair recruitment. Drawing on the stereotype theories, the current research clarifies the formation and implications of APP in recruitment, along with three unique findings. Firstly, the influence of athletic participation in recruitment is not universal, as recruiters may possess different views. Secondly, the influence of athletic participation in recruitment is not consistent. APP does not boost wage, and the APP is perceived differently between age groups. Finally, team-spirit and goal-orientation are not relevant to APP, as both values exist in both sport and non-sport fields. Research findings have implied that recruiting education and trainings, ethics workshops, and recruiting experiences are crucial to the fair recruitment, alleviating the impact of athletic-participation-preference in recruitment. Suggestions for future studies and fair recruiting practices are also discussed.
{"title":"Athletic participation brings more job opportunities, true or false?","authors":"Jeremy Celse, Kirk Chang","doi":"10.1080/09585192.2023.2267426","DOIUrl":"https://doi.org/10.1080/09585192.2023.2267426","url":null,"abstract":"Fair recruitment matters, as it affects employees, managers and the organization. The phenomenon of athletic-participation-preference (APP) concerns both scholars and managers, affecting the policy and implementation of fair recruitment. Drawing on the stereotype theories, the current research clarifies the formation and implications of APP in recruitment, along with three unique findings. Firstly, the influence of athletic participation in recruitment is not universal, as recruiters may possess different views. Secondly, the influence of athletic participation in recruitment is not consistent. APP does not boost wage, and the APP is perceived differently between age groups. Finally, team-spirit and goal-orientation are not relevant to APP, as both values exist in both sport and non-sport fields. Research findings have implied that recruiting education and trainings, ethics workshops, and recruiting experiences are crucial to the fair recruitment, alleviating the impact of athletic-participation-preference in recruitment. Suggestions for future studies and fair recruiting practices are also discussed.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136112612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-08DOI: 10.1080/09585192.2023.2266678
Shenyang Hai, In-Jo Park
AbstractDespite the importance of the career future time perspective (CFTP) in shaping employee work behavior and performance, we know little about how and when CFTP influences employee performance. Based on the person-situation interactionist model, the present study proposes a comprehensive model wherein CFTP interacts with important contextual factors (i.e. work meaningfulness and perceived task interdependence) to influence strengths use for tasks and relationships, which subsequently impacts service performance—a particularly crucial output for the success of service organizations. We empirically examine this model using multi-wave and multi-source data collected from 246 hotel employee-supervisor dyads. We found that CFTP had a positive impact on strengths use for tasks and relationships, both of which were associated with increased in- and extra-role service performance. Furthermore, CFTP had a stronger relationship with strengths use for tasks and further service performance when work meaningfulness was high. CFTP was also closely associated with strengths use for relationships and subsequent service performance, regardless of the level of perceived task interdependence. We contribute to the literature by uncovering the mediating mechanisms and boundary conditions in the relationship between CFTP and service performance.Keywords: Career future time perspectivestrengths usemeaningfulness of workperceived task interdependenceserviceperformance Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available from the corresponding author, upon reasonable request.Additional informationFundingThis research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.
{"title":"How and when does the career future time perspective motivate service performance?","authors":"Shenyang Hai, In-Jo Park","doi":"10.1080/09585192.2023.2266678","DOIUrl":"https://doi.org/10.1080/09585192.2023.2266678","url":null,"abstract":"AbstractDespite the importance of the career future time perspective (CFTP) in shaping employee work behavior and performance, we know little about how and when CFTP influences employee performance. Based on the person-situation interactionist model, the present study proposes a comprehensive model wherein CFTP interacts with important contextual factors (i.e. work meaningfulness and perceived task interdependence) to influence strengths use for tasks and relationships, which subsequently impacts service performance—a particularly crucial output for the success of service organizations. We empirically examine this model using multi-wave and multi-source data collected from 246 hotel employee-supervisor dyads. We found that CFTP had a positive impact on strengths use for tasks and relationships, both of which were associated with increased in- and extra-role service performance. Furthermore, CFTP had a stronger relationship with strengths use for tasks and further service performance when work meaningfulness was high. CFTP was also closely associated with strengths use for relationships and subsequent service performance, regardless of the level of perceived task interdependence. We contribute to the literature by uncovering the mediating mechanisms and boundary conditions in the relationship between CFTP and service performance.Keywords: Career future time perspectivestrengths usemeaningfulness of workperceived task interdependenceserviceperformance Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available from the corresponding author, upon reasonable request.Additional informationFundingThis research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135197941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-02DOI: 10.1080/09585192.2023.2262373
Iris Mor, Shay S. Tzafrir, Yochanan Altman, Yehuda Baruch, I-Ting Chen, Konstantin Karl Weicht
AbstractExtending the discourse on impression management, we explore a counter-intuitive workplace deviance phenomenon whereby employees aim to get themselves fired from their jobs. Employing exploratory qualitative methods, we collected evidence from employees who practice deliberate negative impression management (NIM), from parties who witnessed NIM, and from Human Resource (HR) managers who have dealt with NIM, in two distinct geographies: Israel and Taiwan. The paper outlines the diverse sources of NIM, its specified and unspecified aims, its actual consequences, and its prevalence. This unique dataset offers insights that extend our understanding of impression management theory and practice, serving as a mean to explicating a variant of deviant behavior at the workplace and providing information to HR personnel on ways to engage with the issue.Keywords: negative impression managementqualitative methodologyproximal withdrawal states theorysignaling theoryIsraelTaiwan Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementData not available - participant consent: The participants of this study did not give written consent for their data to be shared publicly, so due to the sensitive nature of the research supporting data is not available.
{"title":"Negative impression management: the troublemaker as trouble seeker","authors":"Iris Mor, Shay S. Tzafrir, Yochanan Altman, Yehuda Baruch, I-Ting Chen, Konstantin Karl Weicht","doi":"10.1080/09585192.2023.2262373","DOIUrl":"https://doi.org/10.1080/09585192.2023.2262373","url":null,"abstract":"AbstractExtending the discourse on impression management, we explore a counter-intuitive workplace deviance phenomenon whereby employees aim to get themselves fired from their jobs. Employing exploratory qualitative methods, we collected evidence from employees who practice deliberate negative impression management (NIM), from parties who witnessed NIM, and from Human Resource (HR) managers who have dealt with NIM, in two distinct geographies: Israel and Taiwan. The paper outlines the diverse sources of NIM, its specified and unspecified aims, its actual consequences, and its prevalence. This unique dataset offers insights that extend our understanding of impression management theory and practice, serving as a mean to explicating a variant of deviant behavior at the workplace and providing information to HR personnel on ways to engage with the issue.Keywords: negative impression managementqualitative methodologyproximal withdrawal states theorysignaling theoryIsraelTaiwan Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementData not available - participant consent: The participants of this study did not give written consent for their data to be shared publicly, so due to the sensitive nature of the research supporting data is not available.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135899578","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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