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}
AbstractIn response to managerial consultation, employees are likely to be pressured yes-persons. In this paper, we propose the concept of voice pressure and explore its antecedent of managerial consultation and differential voice consequences (i.e. challenging vs. supportive voice). Using a time-lagged survey of 346 employees and their direct leaders in mainland China, we found that managerial consultation could lead to employee voice pressure. We also found that after controlling for the social exchange mechanism (i.e. leader-member exchange) and enabling mechanism (i.e. voice efficacy), the ‘managerial consultation-voice pressure-challenging voice’ relationship is negative, while the ‘managerial consultation-voice pressure-supportive voice’ relationship is positive. Furthermore, these indirect relationships are pronounced when employee power distance orientation is higher (vs. lower). We provide a new perspective for the interpretation of managerial consultation; it puts voice pressure on employees and makes them more likely to be managers’ yes-persons. Therefore, managers who expect constructive challenging ideas should conduct consultation selectively and discreetly according to employees’ attitudes towards power inequalities (i.e. power distance orientation).Keywords: Managerial consultationvoice pressurechallenging voicesupportive voiceemployee power distance orientation Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data used for this study are available from the corresponding author upon reasonable request.Additional informationFundingThis study was financially supported by the National Science Foundation of China (NSFC - 72072058 & 71732007).
{"title":"How does managerial consultation backfire pertaining to employee voice pressure?","authors":"Xiaotian Wang, Jingming Guo, Yujie Cai, Yue Zhu, Jinyun Duan","doi":"10.1080/09585192.2023.2263347","DOIUrl":"https://doi.org/10.1080/09585192.2023.2263347","url":null,"abstract":"AbstractIn response to managerial consultation, employees are likely to be pressured yes-persons. In this paper, we propose the concept of voice pressure and explore its antecedent of managerial consultation and differential voice consequences (i.e. challenging vs. supportive voice). Using a time-lagged survey of 346 employees and their direct leaders in mainland China, we found that managerial consultation could lead to employee voice pressure. We also found that after controlling for the social exchange mechanism (i.e. leader-member exchange) and enabling mechanism (i.e. voice efficacy), the ‘managerial consultation-voice pressure-challenging voice’ relationship is negative, while the ‘managerial consultation-voice pressure-supportive voice’ relationship is positive. Furthermore, these indirect relationships are pronounced when employee power distance orientation is higher (vs. lower). We provide a new perspective for the interpretation of managerial consultation; it puts voice pressure on employees and makes them more likely to be managers’ yes-persons. Therefore, managers who expect constructive challenging ideas should conduct consultation selectively and discreetly according to employees’ attitudes towards power inequalities (i.e. power distance orientation).Keywords: Managerial consultationvoice pressurechallenging voicesupportive voiceemployee power distance orientation Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data used for this study are available from the corresponding author upon reasonable request.Additional informationFundingThis study was financially supported by the National Science Foundation of China (NSFC - 72072058 & 71732007).","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"32 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":"135900241","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 : 2023-09-24DOI: 10.1080/09585192.2023.2261847
Darryl B. Rice, Terrance L. Boyd, Doug A. Franklin
{"title":"<b> <i>Black and abused:</i> </b> understanding who Black employees hold accountable for their mistreatment","authors":"Darryl B. Rice, Terrance L. Boyd, Doug A. Franklin","doi":"10.1080/09585192.2023.2261847","DOIUrl":"https://doi.org/10.1080/09585192.2023.2261847","url":null,"abstract":"","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135925871","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 : 2023-09-22DOI: 10.1080/09585192.2023.2258360
Qijie Xiao, Fang Lee Cooke, Mengtian Xiao
AbstractHuman resource outsourcing (HRO) has been an important development in the HRM function since the 1990s as organizations seek cost reduction and competitive advantages. Does HRO enhance organizational competitiveness and strategic capability? Based on a systematic review of 97 journal articles published between 1999 and 2022, we identify several key patterns of existing research on HRO, such as a heavy reliance on quantitative methods, the dominance of traditional economic theories, and a focus mainly on the perspective of client organizations. However, whether HRO services can accomplish organizational strategic capability remains equivocal. To unpack the relationship between HRO and organizational performance, we establish an HRO process model which includes several blocks: HRO decision, HRO implementation, HRO perception, HRO evaluation, and HRO maintenance. Among these blocks, there is a dynamic interplay between multiple stakeholders across fields. We call for future HRO research and practice to pay attention to employee perception to enhance HRO’s effect and value as part of strategic human resource management, thus extending HR system strength theory. We also call for future research to clarify the contextual role of emerging technology in promoting HRO, given the increasing use of digital technology and HR data analytics.Keywords: Employee perceptionhuman resource outsourcingstrategic human resource managementresource-based viewtechnologytransaction cost 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 work was supported by the National Natural Science Foundation of China (research project 72102191).
{"title":"In search of organizational strategic competitiveness? A systematic review of human resource outsourcing literature (1999–2022)","authors":"Qijie Xiao, Fang Lee Cooke, Mengtian Xiao","doi":"10.1080/09585192.2023.2258360","DOIUrl":"https://doi.org/10.1080/09585192.2023.2258360","url":null,"abstract":"AbstractHuman resource outsourcing (HRO) has been an important development in the HRM function since the 1990s as organizations seek cost reduction and competitive advantages. Does HRO enhance organizational competitiveness and strategic capability? Based on a systematic review of 97 journal articles published between 1999 and 2022, we identify several key patterns of existing research on HRO, such as a heavy reliance on quantitative methods, the dominance of traditional economic theories, and a focus mainly on the perspective of client organizations. However, whether HRO services can accomplish organizational strategic capability remains equivocal. To unpack the relationship between HRO and organizational performance, we establish an HRO process model which includes several blocks: HRO decision, HRO implementation, HRO perception, HRO evaluation, and HRO maintenance. Among these blocks, there is a dynamic interplay between multiple stakeholders across fields. We call for future HRO research and practice to pay attention to employee perception to enhance HRO’s effect and value as part of strategic human resource management, thus extending HR system strength theory. We also call for future research to clarify the contextual role of emerging technology in promoting HRO, given the increasing use of digital technology and HR data analytics.Keywords: Employee perceptionhuman resource outsourcingstrategic human resource managementresource-based viewtechnologytransaction cost 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 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":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136062048","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 : 2023-09-19DOI: 10.1080/09585192.2023.2258335
Kristin Hildenbrand, Pascale Daher, Anna Topakas, Xiaoyu Gan
Given ever increasing work and nonwork demands, achieving work-nonwork (WNW) balance is an important priority for many employees. Scholars have only recently settled on a definition of WNW balance as multidimensional and, as such, our understanding of its antecedents and outcomes is limited. Drawing on Conservation of Resources theory, we explore how organizations can support employees to achieve WNW balance and whether ‘balanced’ employees are more productive at work and satisfied with life. In detail, we hypothesize that the positive effect of supervisor WNW support (FSS) on employees’ life satisfaction and job performance is mediated by multidimensional WNW balance. We find, across two studies with two waves each, that only the dimension of WNW balance effectiveness and not the dimension of WNW balance satisfaction mediated the relationships between FSS, life satisfaction (Study 1 and 2) and self-rated job performance (Study 1). The relationship between FSS and supervisor-rated job performance (Study 2) was not mediated by either WNW balance dimension. As such, organizations can facilitate WNW balance through FSS, while ‘balanced’ employees seem indeed happier with their life and consider themselves to be better performing at work. We discuss the unexpected finding regarding the superior role of WNW balance effectiveness over WNW balance satisfaction for our outcomes in relation to the conceptualization of WNW balance as multidimensional and delineate important theoretical and practical implications.
{"title":"Multidimensional work-nonwork balance: are balanced employees productive at work and satisfied with life?","authors":"Kristin Hildenbrand, Pascale Daher, Anna Topakas, Xiaoyu Gan","doi":"10.1080/09585192.2023.2258335","DOIUrl":"https://doi.org/10.1080/09585192.2023.2258335","url":null,"abstract":"Given ever increasing work and nonwork demands, achieving work-nonwork (WNW) balance is an important priority for many employees. Scholars have only recently settled on a definition of WNW balance as multidimensional and, as such, our understanding of its antecedents and outcomes is limited. Drawing on Conservation of Resources theory, we explore how organizations can support employees to achieve WNW balance and whether ‘balanced’ employees are more productive at work and satisfied with life. In detail, we hypothesize that the positive effect of supervisor WNW support (FSS) on employees’ life satisfaction and job performance is mediated by multidimensional WNW balance. We find, across two studies with two waves each, that only the dimension of WNW balance effectiveness and not the dimension of WNW balance satisfaction mediated the relationships between FSS, life satisfaction (Study 1 and 2) and self-rated job performance (Study 1). The relationship between FSS and supervisor-rated job performance (Study 2) was not mediated by either WNW balance dimension. As such, organizations can facilitate WNW balance through FSS, while ‘balanced’ employees seem indeed happier with their life and consider themselves to be better performing at work. We discuss the unexpected finding regarding the superior role of WNW balance effectiveness over WNW balance satisfaction for our outcomes in relation to the conceptualization of WNW balance as multidimensional and delineate important theoretical and practical implications.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135015410","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 : 2023-09-14DOI: 10.1080/09585192.2023.2255823
Eun Su Lee, Heidi Wechtler
Cross-cultural training (CCT) is important for facilitating more effective interaction in a foreign country, yet theoretical development around CCT rarely captures modern-day migration trends, such as the refugee crisis. Building on the fact that refugees require extra cross-cultural support, as they rarely have sufficient time and resources to prepare pre-departure, we bring the humanitarian context to the field of international human resource management in general and to CCT literature in particular. Through a multidisciplinary review, we offer a theoretical model based on the capability approach to understand existing studies and guide future research. We especially examine the target social groups for CCT, the various components of the training, engagement by receiving community stakeholders, and the relationship of training to individuals’ cross-cultural experiences in a foreign country. CCT is vital for refugees to rebuild their lives and careers in a way that enhances their substantive choices and freedoms to achieve what they value in their new country, and our review suggests scholarship has more work to do to reflect contemporary trends in its theorizing of CCT.
{"title":"Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach","authors":"Eun Su Lee, Heidi Wechtler","doi":"10.1080/09585192.2023.2255823","DOIUrl":"https://doi.org/10.1080/09585192.2023.2255823","url":null,"abstract":"Cross-cultural training (CCT) is important for facilitating more effective interaction in a foreign country, yet theoretical development around CCT rarely captures modern-day migration trends, such as the refugee crisis. Building on the fact that refugees require extra cross-cultural support, as they rarely have sufficient time and resources to prepare pre-departure, we bring the humanitarian context to the field of international human resource management in general and to CCT literature in particular. Through a multidisciplinary review, we offer a theoretical model based on the capability approach to understand existing studies and guide future research. We especially examine the target social groups for CCT, the various components of the training, engagement by receiving community stakeholders, and the relationship of training to individuals’ cross-cultural experiences in a foreign country. CCT is vital for refugees to rebuild their lives and careers in a way that enhances their substantive choices and freedoms to achieve what they value in their new country, and our review suggests scholarship has more work to do to reflect contemporary trends in its theorizing of CCT.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135487696","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 : 2023-09-10DOI: 10.1080/09585192.2023.2254211
Bruno Felix, Ana Carolina Júlio, Ana Rigel
{"title":"‘Being accepted there makes me rely less on acceptance here’: cross-context identity enactment and coping with gender identity threats at work for non-binary individuals","authors":"Bruno Felix, Ana Carolina Júlio, Ana Rigel","doi":"10.1080/09585192.2023.2254211","DOIUrl":"https://doi.org/10.1080/09585192.2023.2254211","url":null,"abstract":"","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136072099","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 : 2023-09-09DOI: 10.1080/09585192.2023.2237876
Patricia Pariona-Cabrera, Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Bo Shao, Feifei Yang
Contemporary research has focused on antecedents, incidences, and consequences of workplace violence in the healthcare sector. However, little is known about the role of HRM in supporting healthcare workers to cope with negative emotions arising from workplace violence. Grounded in the conservation of resources theory, this study examines the moderating effects of wellbeing HRM practices (WBHRM) on the relationship between workplace violence and job stress. We also examine the mediation effects of job stress on the relationship between workplace violence and quality of care. Data were gathered from 254 and 225 (Study 1) aged care workers (nurses and personal care assistants) in Australia and 136 healthcare workers (doctors and nurses) in China (Study 2) across multiple waves. We use a new measure of WBHRM in this paper to test our hypotheses. Results show that the presence of WBHRM practices moderated the relationship between workplace violence and job stress. We also found that job stress mediates the relationship between workplace violence and quality of care. The findings contribute to the HRM literature by providing an innovative WBHRM approach to support health care workers to cope with job stress after they experience workplace violence.
{"title":"The effects of workplace violence on the job stress of health care workers: buffering effects of wellbeing HRM practices","authors":"Patricia Pariona-Cabrera, Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Bo Shao, Feifei Yang","doi":"10.1080/09585192.2023.2237876","DOIUrl":"https://doi.org/10.1080/09585192.2023.2237876","url":null,"abstract":"Contemporary research has focused on antecedents, incidences, and consequences of workplace violence in the healthcare sector. However, little is known about the role of HRM in supporting healthcare workers to cope with negative emotions arising from workplace violence. Grounded in the conservation of resources theory, this study examines the moderating effects of wellbeing HRM practices (WBHRM) on the relationship between workplace violence and job stress. We also examine the mediation effects of job stress on the relationship between workplace violence and quality of care. Data were gathered from 254 and 225 (Study 1) aged care workers (nurses and personal care assistants) in Australia and 136 healthcare workers (doctors and nurses) in China (Study 2) across multiple waves. We use a new measure of WBHRM in this paper to test our hypotheses. Results show that the presence of WBHRM practices moderated the relationship between workplace violence and job stress. We also found that job stress mediates the relationship between workplace violence and quality of care. The findings contribute to the HRM literature by providing an innovative WBHRM approach to support health care workers to cope with job stress after they experience workplace violence.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136108093","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 : 2023-03-25DOI: 10.1080/09585192.2023.2190036
Christian Grund, Katja Rebecca Tilkes
Evidence shows that working time mismatch, i.e. the difference between actual and desired working hours, is negatively related to employees’ job satisfaction. Using longitudinal data from the German Socio-Economic Panel, we examine the potential moderating effect of working time autonomy on this relation and we also consider the corresponding role of gender. First, individual fixed effects panel estimations reaffirm both the negative link of working hours mismatch and the positive relation of working time autonomy to employees’ job satisfaction. Second, our results show a positive moderating relation of working time autonomy on the link between mismatch and job satisfaction. Third, our analyses hint at gender-specific differences: particularly women seem to benefit from the moderation role of working time autonomy.
{"title":"Working time mismatch and job satisfaction – the role of employees’ time autonomy and gender","authors":"Christian Grund, Katja Rebecca Tilkes","doi":"10.1080/09585192.2023.2190036","DOIUrl":"https://doi.org/10.1080/09585192.2023.2190036","url":null,"abstract":"Evidence shows that working time mismatch, i.e. the difference between actual and desired working hours, is negatively related to employees’ job satisfaction. Using longitudinal data from the German Socio-Economic Panel, we examine the potential moderating effect of working time autonomy on this relation and we also consider the corresponding role of gender. First, individual fixed effects panel estimations reaffirm both the negative link of working hours mismatch and the positive relation of working time autonomy to employees’ job satisfaction. Second, our results show a positive moderating relation of working time autonomy on the link between mismatch and job satisfaction. Third, our analyses hint at gender-specific differences: particularly women seem to benefit from the moderation role of working time autonomy.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"53 100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135996239","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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