Pub Date : 2023-07-19DOI: 10.1080/09585192.2023.2225282
M. Sturman, Xueqing Fan, H. Shim
Abstract Although the paper by Joo et al. (2022) purports to demonstrate the value of acquiring star performers, we argue that the value of their paper lies more in the demonstration of the use of utility analysis as strong theory, implemented with computational modeling. We articulate why we see the Joo et al. (2022) paper contributing to a strong theory about employee value and how its efforts represent more of a theoretical contribution to the star performers, employee value, employee performance, and utility analysis literatures than one simply about the specific returns on investment related to acquiring star employees. Our commentary explains our view of their contribution and develops new questions and directions for future research that this perspective implies.
{"title":"The theoretical value of understanding HRM’s financial value","authors":"M. Sturman, Xueqing Fan, H. Shim","doi":"10.1080/09585192.2023.2225282","DOIUrl":"https://doi.org/10.1080/09585192.2023.2225282","url":null,"abstract":"Abstract Although the paper by Joo et al. (2022) purports to demonstrate the value of acquiring star performers, we argue that the value of their paper lies more in the demonstration of the use of utility analysis as strong theory, implemented with computational modeling. We articulate why we see the Joo et al. (2022) paper contributing to a strong theory about employee value and how its efforts represent more of a theoretical contribution to the star performers, employee value, employee performance, and utility analysis literatures than one simply about the specific returns on investment related to acquiring star employees. Our commentary explains our view of their contribution and develops new questions and directions for future research that this perspective implies.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84362079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-19DOI: 10.1080/09585192.2023.2225277
M. Biron
Abstract This commentary has two key aims. One aim is to offer a dynamic, iterative conceptualization of talent, which recognizes that an organization’s understanding of talent profiles can change over time, between cultures and across individuals. A second aim of the present commentary is to move beyond an internal, organization-centric focus on evaluating talent contribution to an interactional focus that integrates external, macrolevel factors, such as talent supply and demand, into the discussion about talent valuation.
{"title":"Conceptual and macro-level considerations for understanding the talent advantage: a commentary on Joo, Aguinis, Lee, Kremer, and Villamor’s (2021) ‘HRM’s financial value from obtaining more star performers’","authors":"M. Biron","doi":"10.1080/09585192.2023.2225277","DOIUrl":"https://doi.org/10.1080/09585192.2023.2225277","url":null,"abstract":"Abstract This commentary has two key aims. One aim is to offer a dynamic, iterative conceptualization of talent, which recognizes that an organization’s understanding of talent profiles can change over time, between cultures and across individuals. A second aim of the present commentary is to move beyond an internal, organization-centric focus on evaluating talent contribution to an interactional focus that integrates external, macrolevel factors, such as talent supply and demand, into the discussion about talent valuation.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86854620","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-07DOI: 10.1080/09585192.2023.2227769
Lu Chen, N. Chen, Y. Qu, Muhammad Ali Hussain, Yanfang Qin
{"title":"The cost of guilt: unpacking the emotional mechanism between work-to-family conflict and unethical pro-family behavior","authors":"Lu Chen, N. Chen, Y. Qu, Muhammad Ali Hussain, Yanfang Qin","doi":"10.1080/09585192.2023.2227769","DOIUrl":"https://doi.org/10.1080/09585192.2023.2227769","url":null,"abstract":"","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80476747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-06DOI: 10.1080/09585192.2023.2227920
M. Dishon-Berkovits, A. Bakker, P. Peters
{"title":"Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness","authors":"M. Dishon-Berkovits, A. Bakker, P. Peters","doi":"10.1080/09585192.2023.2227920","DOIUrl":"https://doi.org/10.1080/09585192.2023.2227920","url":null,"abstract":"","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78841086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-04DOI: 10.1080/09585192.2022.2086014
Angela Kornau, L. Knappert, Ahu Tatlı, Barbara Sieben
Abstract In this paper, we explore how institutional actors push or resist equality, diversity and inclusion in light of power relations in their respective country contexts. We conducted interviews with a range of institutional actors, including governmental organizations, employer representatives, unions, professional associations, and civil society organizations working on EDI issues in Germany and Turkey, two countries with very different socioeconomic and political settings. Our findings suggest that EDI fields are structured by country-specific power relations: they appear as competitively dispersed in Germany and politically polarized in Turkey, depending on the social position of the actors and the type of field fragmentation. These field characteristics, in turn, nurture different patterns of actors’ strategies such as framing and mobilizing aimed at maintaining or disrupting the institutionalized status quo of EDI. We propose that a critical, power-sensitive institutional work approach to EDI is a useful lens through which to examine extra-organizational country contexts in international HRM research and, in particular, context-sensitive studies of EDI. As a practical implication, EDI and HR managers will be sensitized to the relevance of building coalitions with external stakeholders if they are to advance EDI within their organizations.
{"title":"Contested fields of equality, diversity and inclusion at work: an institutional work lens on power relations and actors’ strategies in Germany and Turkey","authors":"Angela Kornau, L. Knappert, Ahu Tatlı, Barbara Sieben","doi":"10.1080/09585192.2022.2086014","DOIUrl":"https://doi.org/10.1080/09585192.2022.2086014","url":null,"abstract":"Abstract In this paper, we explore how institutional actors push or resist equality, diversity and inclusion in light of power relations in their respective country contexts. We conducted interviews with a range of institutional actors, including governmental organizations, employer representatives, unions, professional associations, and civil society organizations working on EDI issues in Germany and Turkey, two countries with very different socioeconomic and political settings. Our findings suggest that EDI fields are structured by country-specific power relations: they appear as competitively dispersed in Germany and politically polarized in Turkey, depending on the social position of the actors and the type of field fragmentation. These field characteristics, in turn, nurture different patterns of actors’ strategies such as framing and mobilizing aimed at maintaining or disrupting the institutionalized status quo of EDI. We propose that a critical, power-sensitive institutional work approach to EDI is a useful lens through which to examine extra-organizational country contexts in international HRM research and, in particular, context-sensitive studies of EDI. As a practical implication, EDI and HR managers will be sensitized to the relevance of building coalitions with external stakeholders if they are to advance EDI within their organizations.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87792131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-02DOI: 10.1080/09585192.2023.2226797
Sharon X. Li, Franki Y. H. Kung
{"title":"Supporting refugee employees’ psychological needs at work: the role of HRM practices","authors":"Sharon X. Li, Franki Y. H. Kung","doi":"10.1080/09585192.2023.2226797","DOIUrl":"https://doi.org/10.1080/09585192.2023.2226797","url":null,"abstract":"","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74876770","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-28DOI: 10.1080/09585192.2023.2229100
Alexander Newman, Justine Ferrer, Maike Andresen, Yucheng Zhang
Abstract This article reviews the body of empirical work on human resource management in times of crisis, including that which was conducted prior to the COVID-19 pandemic and that which has been published since the outbreak of the COVID-19 pandemic. Following this, we introduce the special issue, summarizing the six articles included. Finally, we present a comprehensive agenda for future research on how to manage human resources during times of crisis based on the insights from the review and our own knowledge of the literature.
{"title":"Human resource management in times of crisis: what have we learnt from the recent pandemic?","authors":"Alexander Newman, Justine Ferrer, Maike Andresen, Yucheng Zhang","doi":"10.1080/09585192.2023.2229100","DOIUrl":"https://doi.org/10.1080/09585192.2023.2229100","url":null,"abstract":"Abstract This article reviews the body of empirical work on human resource management in times of crisis, including that which was conducted prior to the COVID-19 pandemic and that which has been published since the outbreak of the COVID-19 pandemic. Following this, we introduce the special issue, summarizing the six articles included. Finally, we present a comprehensive agenda for future research on how to manage human resources during times of crisis based on the insights from the review and our own knowledge of the literature.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89693510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-09DOI: 10.1080/09585192.2023.2221385
Ruth McPhail, X. Chan, R. May, A. Wilkinson
Abstract Since the COVID-19 pandemic outbreak, there has been a wealth of studies and reports published on the impacts of remote working (or work-from-home) due to pandemic lockdown measures. The primary aim of this article is to synthesise this work and conduct an exploratory scoping review of both scholarly and grey literature on the impacts of the pandemic on people, productivity, and the planet, with a focus on remote working (or work-from-home) and the post-pandemic workplace. Further, in light of the wide range of terms such as work-from-home, remote working, hybrid working, teleworking, telecommuting, and work-from-anywhere, a secondary but necessary aim of this scoping review is to clarify these terms before reviewing the extant literature on the multi-level impacts of the COVID-19 pandemic. A review of this literature revealed that most of the scholarly research and industry reports published since the pandemic outbreak are data-driven and some anecdotal rather than theory-driven. The common themes and findings backed by evidence include the gendered division of labour, organisational trust and managerial trust in employees, changes in workforce management, virtual communication and collaboration, reduced carbon emissions, and increased plastic consumption. The scoping review concludes by discussing the post-pandemic workplace and a brief research agenda.
{"title":"Post-COVID remote working and its impact on people, productivity, and the planet: an exploratory scoping review","authors":"Ruth McPhail, X. Chan, R. May, A. Wilkinson","doi":"10.1080/09585192.2023.2221385","DOIUrl":"https://doi.org/10.1080/09585192.2023.2221385","url":null,"abstract":"Abstract Since the COVID-19 pandemic outbreak, there has been a wealth of studies and reports published on the impacts of remote working (or work-from-home) due to pandemic lockdown measures. The primary aim of this article is to synthesise this work and conduct an exploratory scoping review of both scholarly and grey literature on the impacts of the pandemic on people, productivity, and the planet, with a focus on remote working (or work-from-home) and the post-pandemic workplace. Further, in light of the wide range of terms such as work-from-home, remote working, hybrid working, teleworking, telecommuting, and work-from-anywhere, a secondary but necessary aim of this scoping review is to clarify these terms before reviewing the extant literature on the multi-level impacts of the COVID-19 pandemic. A review of this literature revealed that most of the scholarly research and industry reports published since the pandemic outbreak are data-driven and some anecdotal rather than theory-driven. The common themes and findings backed by evidence include the gendered division of labour, organisational trust and managerial trust in employees, changes in workforce management, virtual communication and collaboration, reduced carbon emissions, and increased plastic consumption. The scoping review concludes by discussing the post-pandemic workplace and a brief research agenda.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79857166","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-31DOI: 10.1080/09585192.2022.2054285
Björn Remneland Wikhamn, A. Styhre, Wajda Wikhamn
Abstract This paper proposes a framework for firm use of HRM when engaging in open innovation. Whereas open innovation has gained wide recognition in the innovation management field, as firms open their boundaries to knowledge inflow and outflow to advance innovation, very few empirical papers link the HRM literature to this phenomenon. We base our analysis on an exploratory qualitative study of the pharmaceutical corporation AstraZeneca and its implementation of an open innovation initiative called BioVentureHub. We identify three main areas of HRM work: inbound, outbound, and coupled HRM work. Furthermore, we illustrate how these HRM activities relate to the development of the open innovation initiative and to current HRM and open innovation literature. The framework identifies HRM activities that target not only internal employees, but also external human resources engaged in the open innovation initiative. This HRM work is mainly conducted through informal means, separate from the host corporation’s business as usual. Our empirical study contributes to the limited and mainly conceptual research connecting open innovation with HRM, increasing our knowledge of how corporations use HRM work to manage open innovation initiatives in practice.
{"title":"HRM work and open innovation: evidence from a case study","authors":"Björn Remneland Wikhamn, A. Styhre, Wajda Wikhamn","doi":"10.1080/09585192.2022.2054285","DOIUrl":"https://doi.org/10.1080/09585192.2022.2054285","url":null,"abstract":"Abstract This paper proposes a framework for firm use of HRM when engaging in open innovation. Whereas open innovation has gained wide recognition in the innovation management field, as firms open their boundaries to knowledge inflow and outflow to advance innovation, very few empirical papers link the HRM literature to this phenomenon. We base our analysis on an exploratory qualitative study of the pharmaceutical corporation AstraZeneca and its implementation of an open innovation initiative called BioVentureHub. We identify three main areas of HRM work: inbound, outbound, and coupled HRM work. Furthermore, we illustrate how these HRM activities relate to the development of the open innovation initiative and to current HRM and open innovation literature. The framework identifies HRM activities that target not only internal employees, but also external human resources engaged in the open innovation initiative. This HRM work is mainly conducted through informal means, separate from the host corporation’s business as usual. Our empirical study contributes to the limited and mainly conceptual research connecting open innovation with HRM, increasing our knowledge of how corporations use HRM work to manage open innovation initiatives in practice.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87561122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-26DOI: 10.1080/09585192.2023.2215387
Rebecca Melissa Löffert, Marjo‐Riitta Diehl
Abstract Although the literature on psychological contracts is rich, researchers have so far paid limited attention to psychological contracts in times of crisis. To investigate how employees assess their psychological contracts during a crisis, we conducted 32 semistructured interviews during the third wave of the COVID-19 pandemic in Europe. The interviewees worked in the airline industry, which the pandemic severely affected. Our qualitative approach allowed us to gain novel insights into the mechanisms by which contracts are managed when the typical parameters of contract assessment are not possible, thereby allowing us to expand psychological contract theory. In addition to illustrating the key employer obligations that employees perceived during a crisis, we introduce two novel theoretical concepts –psychological contract credit and psychological contract inactivation – that explain how employees managed their contracts during the crisis. The practical findings of this study are of relevance to HR managers in managing future crises and addressing the aftermath of the COVID-19 pandemic.
{"title":"A psychological contract perspective to managing the employment relationship during the COVID-19 pandemic in the aviation industry","authors":"Rebecca Melissa Löffert, Marjo‐Riitta Diehl","doi":"10.1080/09585192.2023.2215387","DOIUrl":"https://doi.org/10.1080/09585192.2023.2215387","url":null,"abstract":"Abstract Although the literature on psychological contracts is rich, researchers have so far paid limited attention to psychological contracts in times of crisis. To investigate how employees assess their psychological contracts during a crisis, we conducted 32 semistructured interviews during the third wave of the COVID-19 pandemic in Europe. The interviewees worked in the airline industry, which the pandemic severely affected. Our qualitative approach allowed us to gain novel insights into the mechanisms by which contracts are managed when the typical parameters of contract assessment are not possible, thereby allowing us to expand psychological contract theory. In addition to illustrating the key employer obligations that employees perceived during a crisis, we introduce two novel theoretical concepts –psychological contract credit and psychological contract inactivation – that explain how employees managed their contracts during the crisis. The practical findings of this study are of relevance to HR managers in managing future crises and addressing the aftermath of the COVID-19 pandemic.","PeriodicalId":22502,"journal":{"name":"The International Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90803866","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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