Human Resource Management Journal最新文献

This article establishes the foundations and explains the opportunities and challenges of integrating wearable devices methodology into Human Resource Management (HRM) research and practice. Wearables have recently emerged as ubiquitous tools that can unobtrusively collect real-time, objective, continuous data on various aspects of employees' states, behaviors, and interactions, offering unprecedented insights into the workforce. We present a systematic approach to understanding the key features of wearables and highlight the benefits they bring to HRM. Concurrently, we discuss issues related to data governance and ethical considerations, proposing strategies to address them. By utilizing the ability-motivation-opportunity (AMO) model of HRM, we provide examples of relevant HR-related topics that can benefit from wearables, including well-being and workplace stress, among others. We conclude with future avenues for scholars and professionals seeking to leverage this methodology to advance research and practice.

Extensive research on work design indicates that high job demands undermine employee well-being, yet few empirical studies have focused on interventions that directly reduce job demands. This paper reports on a quasi-experimental field study evaluating the effects of a work redesign intervention aimed at reducing employees' job demands in the high demand sector of aged care. Two residential aged care facilities from an Australian not-for-profit aged care organization comprised the intervention group and two similarly sized facilities comprised the comparison group, who underwent no intervention. Drawing on well-being and involvement HRM theories, the intervention featured a participatory approach that actively involved frontline workers in identifying sources of high demands and providing work redesign solutions to be implemented by management. During the study, changes in national funding policy resulted in an increase in staffing across all facilities. However, results showed that intervention facilities experienced a statistically significant reduction in employee-reported time pressure and emotional demands whereas no such changes occurred in the comparison facilities. There were also indications of a reduction in leave without pay, although no clear impact on turnover or well-being. The results highlight the value of participatory work redesign as a viable and theory driven HRM strategy for improving employee outcomes in demanding service and health care environments, over and above increasing staff numbers.

Little research has been undertaken on one of the largest and, arguably, critical workforces in the health sector—Allied Health (AH) professionals. These professionals encompass a diverse range of healthcare experts, including radiographers, psychotherapists, and occupational therapists (excluding doctors, nurses, and paramedics), and they are frequently deployed in hospital settings as part of multidisciplinary teams. As such this research explores the impact on workload on this highly integrated group and their ability to work effectively. Through an online survey with both closed and open-ended questions, this study investigates the impact of increased workload on employee silence and its potential adverse effects on engagement and the intention to leave of this critical workforce - allied health professionals. The survey sample consisted of 1160 participants, including radiographers, psychotherapists, and occupational therapists, with 334 participants providing comments in the open-ended questions. We discovered that trust in management significantly moderates the detrimental effects of workloads on these variables, particularly the intention to leave. The findings of this research contribute to the human resource management (HRM) literature in two significant ways. First, our study enhances the employee silence literature by addressing issues under management's purview for control and change. Second, it advances our understanding of protective resources that can mitigate the negative consequences of workloads on employee silence, thereby bolstering engagement and retention intentions. It is important for an HRM audience as we argue that perceived workload expectations impact employee voice systems negatively where there is an erosion of trust with management. However, by building trust through open communication and feedback, HRM can decrease AH professionals' intention to leave.

Drawing on the ability–motivation–opportunity (AMO) model and proactivity literature, this study tested a sequential mediation model linking opportunity-enhancing HR practices (OEHRPs) to employee task performance via proactive work behaviors and work engagement. To test our hypotheses, we gathered data from a representative sample of 362 Dutch employees across diverse occupational sectors in four waves. The results of regression path models revealed that when employees perceived a high level of OEHRPs, they were more motivated to craft their jobs and employ their inherent strengths. Furthermore, we found that OEHRPs were positively associated with task performance, first through job crafting and strengths use, and subsequently through work engagement. These findings advance the AMO model by demonstrating how OEHRPs operate through proactive pathways to boost employee effectiveness, offering practical guidance for organizations seeking to enhance performance through employee initiative and engagement.

The adoption of unitarism in human resource management (HRM) education remains little understood, especially in countries with corporatist traditions for managing work and employment issues. We use a mixed-methods approach to explain why teachers deliver unitarist courses in Austria. The quantitative analysis of 452 course descriptions from 27 higher education providers highlights the relevance of the institutional setting for the course frame and shows that unitarism is particularly common in Fachhochschulen (universities of applied science) compared to universities. Subsequent ethnographic research reveals two ways how institutional settings drive teachers' personal decisions for unitarist teaching. In Fachhochschulen, unitarism results from compliance with management pressures and external governance. In universities, unitarism is a by-product of prioritizing scientific reputation and coping with administrative burden. We conclude that in Austria, despite its corporatist tradition, deregulation in the higher education sector facilitates unitarism in HRM education, especially through the creation of Fachhochschulen.

This article introduces Mode E, a heuristic for knowledge production in Human Resource Management (HRM) research that foregrounds ethical research impact. While current debates on knowledge production emphasize internal and external research impact through rigorous and relevant contributions to scholarship and practice, the ethical dimension of impact remains underexplored. What is lacking is a clear conceptualization of what constitutes ethical research impact and how to integrate it into knowledge production. This paper addresses this gap by offering Mode E as a sensitizing heuristic grounded in feminist theory, which supports researchers in reflecting on the ethical dimensions of impact-making. Anchored in reflection categories of power, context, and pluralism, Mode E enables a deeper engagement with ethicality across different aspects of research impact—both through the research outcomes and in the processes of knowledge production. This heuristic is applicable across research methods and paradigms, offering a tool for both scholars and practitioners to enhance the ethical impact of HRM scholarship.

This study examines variations in the post-repatriation employment outcomes of returnees from employer-administered cross-country assignments in a Chinese state-owned enterprise. Analysis of interviews and documents led us to question whether and how the repatriates, including individuals on continuous and temporary employment, made use of overseas assignments to improve employment conditions in an industrial sector characterised by employment fragmentation. Our findings highlight how transnational mobility contributes to improved employment conditions when they return to China. Working overseas allows workers to accumulate a significant proportion of their income, establish new social connections, and develop skills while abroad. The employer-administered cross-country assignment is a resource for the returnees, enabling them to navigate obstacles to mobility embedded in China's regulatory and normative institutions. The study contributes to international human resource management research by emphasising the interconnectedness of repatriation and expatriation through the lens of labour mobility.

The concept of green human resource management (HRM) has evolved significantly over the past decades, transitioning from isolated organizational practices to an integral part of strategic HRM systems aimed at environmental sustainability. However, despite the proliferation of green initiatives, employees often feel excluded from these efforts, as firms struggle to embed these practices across all levels of the workforce. We address this inclusivity gap by introducing an identity-based analytical framework for green HRM. By recognizing and integrating multiple social identities, such as self-identity, social identity, and nature-related identity, this framework provides a structured approach to understanding and enhancing inclusive green HRM practices. It highlights key mechanisms, including changing stereotypes, facilitating identity verification and identity complementarity, and building toward the common good. Recognizing the complexities of various diversity dimensions and their intersections, the paper offers a roadmap for organizations to tailor their green HRM practices effectively. Ultimately, this approach bridges the gap between green HRM scholarship and practical implementation, challenging existing limitations in GHRM practices and advancing an inclusive approach to embedding sustainability in the workplace.

Employee voice research has traditionally focused on co-located, synchronous work environments, overlooking how voice is evolving in remote and hybrid settings, now a widespread reality in the post-pandemic workplace. In this conceptual paper, we examine how psychological, temporal, structural, and technological distance inherent in remote/ hybrid work create new barriers to employee voice. We explore the potential of digital platforms to bridge these barriers, while also highlighting how their limitations, especially when combined with remoteness, reshape both voice and silence. We make three key contributions. First, we argue that traditional direct voice mechanisms, built on assumptions of physical proximity and synchronous work, have significant limitations for remote/hybrid work contexts. In doing so, we extend voice scholarship by incorporating distance as a factor. Second, we problematise the boundaries between formal and informal voice that have shaped existing scholarship. Third, we contribute to the voice and silence literatures by identifying how digital voice architectures can unintentionally reinforce cultures of silence.