Neurodiversity refers to differences in how people's brains work. Reportedly, human resource functions lag behind scientific developments in offering inclusive design for neurodivergent individuals. Drawing on the sociology of ignorance, we examine mechanisms and forms of ignorant design based on a qualitative study with 20 HR professionals in a country with an unsupportive context for neurodivergence. We expand the literature on an ignorant design by identifying three mechanisms and seven forms of ignorance that shape neuronormative HR policies and practices, revealing that HR practices often marginalise neurodivergent individuals by not recognising their contributions, enforcing neurotypical standards, and maintaining a superficial approach to inclusion. Our findings underscore the need for substantial changes in HR policies and practices, such as involving neurodivergent individuals in policy design, providing comprehensive neurodiversity training for HR professionals, and adopting evidence‐based and inclusive HR strategies. Further, a supportive national context is invaluable for neuroinclusion.
{"title":"Neuronormativity as ignorant design in human resource management: The case of an unsupportive national context","authors":"Cihat Erbil, Mustafa F. Özbilgin, Nur Gündoğdu","doi":"10.1111/1748-8583.12573","DOIUrl":"https://doi.org/10.1111/1748-8583.12573","url":null,"abstract":"Neurodiversity refers to differences in how people's brains work. Reportedly, human resource functions lag behind scientific developments in offering inclusive design for neurodivergent individuals. Drawing on the sociology of ignorance, we examine mechanisms and forms of ignorant design based on a qualitative study with 20 HR professionals in a country with an unsupportive context for neurodivergence. We expand the literature on an ignorant design by identifying three mechanisms and seven forms of ignorance that shape neuronormative HR policies and practices, revealing that HR practices often marginalise neurodivergent individuals by not recognising their contributions, enforcing neurotypical standards, and maintaining a superficial approach to inclusion. Our findings underscore the need for substantial changes in HR policies and practices, such as involving neurodivergent individuals in policy design, providing comprehensive neurodiversity training for HR professionals, and adopting evidence‐based and inclusive HR strategies. Further, a supportive national context is invaluable for neuroinclusion.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"41 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142267653","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}
In this article, I reflect on the role of human resource management (HRM [I acknowledge that HRM scholarship encompasses a wide range of researchers employing varying analytical and methodological lenses and that publish in an eclectic mix of journals within and outside the human resource management domain. However, although I draw from other journals and academies for illustrative purposes, this article focuses on the two journals that are most widely respected in the field (Human Resource Management Journal and Human Resource Management)] in the treatment of race and racism in organisations. I argue that the combined negative impacts of the brutal murder of George Floyd before a social media watching world and the strong evidence of negative racially disproportionate impacts of the coronavirus pandemic contributed to a collective moral outrage and provided an unprecedented catalyst and opportunity to tackle institutional racism. I provide a review of research interests to argue that HRM scholars and the business practitioners they commonly inform have not grasped this opportunity fully, in that the treatment of race remains inadequate and informed by an erroneous view of race as neutral and irrelevant in influencing organisational outcomes. I contend that this presents a danger that racism will continue to thrive. I argue that grasping this opportunity fully requires a rethinking of the approaches commonly adopted by HRM scholars and practitioners to acknowledge and embrace fully the significance of race (and anti‐racism) in influencing organisational outcomes. I call for a reconsideration of key constructs, especially those that are implicated in racism (such as organisational culture and culture change) so that anti‐racism is at the centre of HRM conceptualisations and organisational processes.
{"title":"Reflections on achieving anti‐racism in organisations: The role of human resource management scholars and practitioners","authors":"Emmanuel Ogbonna","doi":"10.1111/1748-8583.12572","DOIUrl":"https://doi.org/10.1111/1748-8583.12572","url":null,"abstract":"In this article, I reflect on the role of human resource management (HRM [I acknowledge that HRM scholarship encompasses a wide range of researchers employing varying analytical and methodological lenses and that publish in an eclectic mix of journals within and outside the human resource management domain. However, although I draw from other journals and academies for illustrative purposes, this article focuses on the two journals that are most widely respected in the field (Human Resource Management Journal and Human Resource Management)] in the treatment of race and racism in organisations. I argue that the combined negative impacts of the brutal murder of George Floyd before a social media watching world and the strong evidence of negative racially disproportionate impacts of the coronavirus pandemic contributed to a collective moral outrage and provided an unprecedented catalyst and opportunity to tackle institutional racism. I provide a review of research interests to argue that HRM scholars and the business practitioners they commonly inform have not grasped this opportunity fully, in that the treatment of race remains inadequate and informed by an erroneous view of race as neutral and irrelevant in influencing organisational outcomes. I contend that this presents a danger that racism will continue to thrive. I argue that grasping this opportunity fully requires a rethinking of the approaches commonly adopted by HRM scholars and practitioners to acknowledge and embrace fully the significance of race (and anti‐racism) in influencing organisational outcomes. I call for a reconsideration of key constructs, especially those that are implicated in racism (such as organisational culture and culture change) so that anti‐racism is at the centre of HRM conceptualisations and organisational processes.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"40 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222675","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}
Jane L. Y. Terpstra‐Tong, Len J. Treviño, Alara Cansu Yaman, Fabian Jintae Froese, David A. Ralston, Nikos Bozionelos, Olivier Furrer, Brian Tjemkes, Fidel León‐Darder, Yongjuan Li, Pingping Fu, Mario Molteni, Ian Palmer, Zuzana Tučková, Erna Szabo, Gabrielle Poeschl, Martin Hemmert, María Teresa de la Garza Carranza, Satoko Suzuki, Narasimhan Srinivasan, Jaime Ruiz Gutiérrez, Antonin Ricard, Zoltan Buzady, Luis Sigala Paparella, Vik Naidoo, Maria Kangasniemi‐Haapala, Tevfik Dalgic, Vojko Potocan, Yongqing Fang, Calvin Burns, Marian Crowley‐Henry, Virginia Lasio Morello, Andre Pekerti, Shabnam Seyed Mehdi, Abdullah A. Aldousari, Maya Baltazar Herrera
Drawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female‐female supervisor‐subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender‐equality) institutions and informal cultural (gender‐egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.
{"title":"Gender composition at work and women's career satisfaction: An international study of 35 societies","authors":"Jane L. Y. Terpstra‐Tong, Len J. Treviño, Alara Cansu Yaman, Fabian Jintae Froese, David A. Ralston, Nikos Bozionelos, Olivier Furrer, Brian Tjemkes, Fidel León‐Darder, Yongjuan Li, Pingping Fu, Mario Molteni, Ian Palmer, Zuzana Tučková, Erna Szabo, Gabrielle Poeschl, Martin Hemmert, María Teresa de la Garza Carranza, Satoko Suzuki, Narasimhan Srinivasan, Jaime Ruiz Gutiérrez, Antonin Ricard, Zoltan Buzady, Luis Sigala Paparella, Vik Naidoo, Maria Kangasniemi‐Haapala, Tevfik Dalgic, Vojko Potocan, Yongqing Fang, Calvin Burns, Marian Crowley‐Henry, Virginia Lasio Morello, Andre Pekerti, Shabnam Seyed Mehdi, Abdullah A. Aldousari, Maya Baltazar Herrera","doi":"10.1111/1748-8583.12570","DOIUrl":"https://doi.org/10.1111/1748-8583.12570","url":null,"abstract":"Drawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female‐female supervisor‐subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender‐equality) institutions and informal cultural (gender‐egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"22 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222676","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}
Jongwook Pak, Hossein Heidarian Ghaleh, Zhenzhong Ma, Muhammad Naseer Akhtar
Reconciling competing demands for consistent HR implementation and providing individualized supervisor support to employees has always been a challenge in strategic human resource management. Given that there is burgeoning evidence that frontline managers (FLMs) are at the center of HR implementation, we examine how the organization helps FLMs reconcile demands for consistent HR implementation and deliver individualized support to those under their supervision. With the data from 181 FLMs and 311 employees reported to these FLMs, we find that FLMs' perceived enabling HR practices mediate the relationship between high‐performance work systems and FLMs' willingness to be flexible (WTBF). Furthermore, WTBF mediates the relationship between FLMs' perceived enabling HR practices and consistent HR implementation and between FLMs' perceived enabling HR practices and employees' individualized support. Our study offers new insights by highlighting that an effective HR system is not merely improving FLMs' HR competency and knowledge but capturing FLMs' WTBF in carrying on a broad range of HR tasks. Furthermore, our study provides an expanded and novel understanding that FLMs will likely face two opposite HR tasks that coexist and should be dealt with simultaneously as a pair. We then discuss the theoretical and practical implications of our findings and suggest future research directions.
{"title":"Antecedents and outcomes of enabling HR practices: The paradox of consistency and flexibility","authors":"Jongwook Pak, Hossein Heidarian Ghaleh, Zhenzhong Ma, Muhammad Naseer Akhtar","doi":"10.1111/1748-8583.12571","DOIUrl":"https://doi.org/10.1111/1748-8583.12571","url":null,"abstract":"Reconciling competing demands for consistent HR implementation and providing individualized supervisor support to employees has always been a challenge in strategic human resource management. Given that there is burgeoning evidence that frontline managers (FLMs) are at the center of HR implementation, we examine how the organization helps FLMs reconcile demands for consistent HR implementation and deliver individualized support to those under their supervision. With the data from 181 FLMs and 311 employees reported to these FLMs, we find that FLMs' perceived enabling HR practices mediate the relationship between high‐performance work systems and FLMs' willingness to be flexible (WTBF). Furthermore, WTBF mediates the relationship between FLMs' perceived enabling HR practices and consistent HR implementation and between FLMs' perceived enabling HR practices and employees' individualized support. Our study offers new insights by highlighting that an effective HR system is not merely improving FLMs' HR competency and knowledge but capturing FLMs' WTBF in carrying on a broad range of HR tasks. Furthermore, our study provides an expanded and novel understanding that FLMs will likely face two opposite HR tasks that coexist and should be dealt with simultaneously as a pair. We then discuss the theoretical and practical implications of our findings and suggest future research directions.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"27 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222678","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}
Pawan Budhwar, Geoffrey Wood, Soumyadeb Chowdhury, Herman Aguinis, Dermot Breslin, David G. Collings, Fang Lee Cooke, Fariba Darabi, Lillian T. Eby, Ursula M. Martin, Michael J. Morley, Shad Morris, Shuang Ren, Mark N. K. Saunders, Roy Suddaby
HRMJ is a business and management journal: we seek to publish excellent work that deals not simply with people and organisations, but with the management of people and the issues and tensions around the latter. As such, the journal is broadly multidisciplinary, the key focus being on advancing theory through empirical evidence, through consolidations and extensions of conceptual knowledge, through revisiting and extending existing theory, literature reviews, as well as the development of salient research methods. This extended editorial brings together a range of perspectives from and beyond the editorial team to advance understanding around developing work for publication. As such, it is intended not only to guide authors interested in publishing in HRMJ, but all with an interest in advancing their scholarly work.
{"title":"Articulating scholarship in human resource management: Guidance for researchers","authors":"Pawan Budhwar, Geoffrey Wood, Soumyadeb Chowdhury, Herman Aguinis, Dermot Breslin, David G. Collings, Fang Lee Cooke, Fariba Darabi, Lillian T. Eby, Ursula M. Martin, Michael J. Morley, Shad Morris, Shuang Ren, Mark N. K. Saunders, Roy Suddaby","doi":"10.1111/1748-8583.12567","DOIUrl":"https://doi.org/10.1111/1748-8583.12567","url":null,"abstract":"<p>HRMJ is a business and management journal: we seek to publish excellent work that deals not simply with people and organisations, but with the management of people and the issues and tensions around the latter. As such, the journal is broadly multidisciplinary, the key focus being on advancing theory through empirical evidence, through consolidations and extensions of conceptual knowledge, through revisiting and extending existing theory, literature reviews, as well as the development of salient research methods. This extended editorial brings together a range of perspectives from and beyond the editorial team to advance understanding around developing work for publication. As such, it is intended not only to guide authors interested in publishing in HRMJ, but all with an interest in advancing their scholarly work.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 3","pages":"830-863"},"PeriodicalIF":5.4,"publicationDate":"2024-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12567","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142041493","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}
Lioba A. Gierke, Sofia Schlamp, Fabiola H. Gerpott
Obtaining and retaining women in leadership positions is an ongoing challenge for scholars and practitioners in Human Resource Management (HRM). Research on the role of organisational context factors in supporting women who either are already in leadership roles or aspire to obtain them is fragmented and spread across multiple disciplines. In this systematic literature review, we identified 87 articles related to organisational context factors and female leadership. We mapped these articles onto the stages of the employee lifecycle: (1) Recruitment and Selection, (2) Learning and Development, (3) Performance Appraisal, and (4) Reward and Retention. Additionally, we introduced the category (5) Organisational Setting to encompass overarching context factors such as industry. For each article, we assessed the underlying assumptions concerning the gender‐neutrality or gender‐sensitivity in the practical implications. Our analysis revealed that some stages of the employee lifecycle received more attention than others and that the derived practical implications often go far beyond what can be concluded based on the study findings. We discuss theoretical implications and outline future research opportunities, such as the potential for HRM scholars to integrate an intersectionality lens into research along the employee lifecycle. We end with practical implications for HRM practitioners who wish to implement evidence‐based insights from our review.
{"title":"Which organisational context factors help women to obtain and retain leadership positions in the 21st century? A systematic review and research agenda for human resource management","authors":"Lioba A. Gierke, Sofia Schlamp, Fabiola H. Gerpott","doi":"10.1111/1748-8583.12568","DOIUrl":"https://doi.org/10.1111/1748-8583.12568","url":null,"abstract":"Obtaining and retaining women in leadership positions is an ongoing challenge for scholars and practitioners in Human Resource Management (HRM). Research on the role of organisational context factors in supporting women who either are already in leadership roles or aspire to obtain them is fragmented and spread across multiple disciplines. In this systematic literature review, we identified 87 articles related to organisational context factors and female leadership. We mapped these articles onto the stages of the employee lifecycle: (1) Recruitment and Selection, (2) Learning and Development, (3) Performance Appraisal, and (4) Reward and Retention. Additionally, we introduced the category (5) Organisational Setting to encompass overarching context factors such as industry. For each article, we assessed the underlying assumptions concerning the gender‐neutrality or gender‐sensitivity in the practical implications. Our analysis revealed that some stages of the employee lifecycle received more attention than others and that the derived practical implications often go far beyond what can be concluded based on the study findings. We discuss theoretical implications and outline future research opportunities, such as the potential for HRM scholars to integrate an intersectionality lens into research along the employee lifecycle. We end with practical implications for HRM practitioners who wish to implement evidence‐based insights from our review.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"7 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222679","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}
Scholars reviewing research exploring the association between human resource management (HRM) and outcomes have noted a frequent absence of any link between the espoused HRM theory and the HR practices used to measure it. They have called for better theory about HRM and a clear link between theory, associated HR practices and outcomes. This paper answers their call by outlining seven distinct theories about HRM and outcomes, each with specific goals, associated core HR practices and related outcomes. Combinations of core, standard and marginal practices constitute measurable HRM systems. Challenges, implications and recommendations for future research are discussed.
{"title":"Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes","authors":"David E. Guest","doi":"10.1111/1748-8583.12569","DOIUrl":"https://doi.org/10.1111/1748-8583.12569","url":null,"abstract":"Scholars reviewing research exploring the association between human resource management (HRM) and outcomes have noted a frequent absence of any link between the espoused HRM theory and the HR practices used to measure it. They have called for better theory about HRM and a clear link between theory, associated HR practices and outcomes. This paper answers their call by outlining seven distinct theories about HRM and outcomes, each with specific goals, associated core HR practices and related outcomes. Combinations of core, standard and marginal practices constitute measurable HRM systems. Challenges, implications and recommendations for future research are discussed.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"24 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141942191","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}
A defining but sometimes overlooked characteristic of performance appraisals is that they are cyclical. The cyclical nature of performance appraisals makes it important to consider time‐variant definitions and operationalizations of constructs such as rater experience. In the current study, we work to clarify the association between rater experience and performance ratings by operationalizing rater experience as the number of appraisal cycles raters participated in. We did so while controlling for other similar but distinct operationalizations of experience such as span of control (number of ratees per rater) and familiarity with ratees. Furthermore, we employed a multilevel longitudinal design and analysis that allowed us to model rater experience as a time‐variant predictor of performance ratings and isolate its effects from both between‐rater and organizational context effects. The data were real appraisal data from a large South American company that contained 9233 ratees, across five appraisal cycles from 893 raters in 29 different business units, resulting in 24,608 observations. Our results revealed that rater experience had a small but statistically significant positive association with performance ratings. We also found that familiarity and span of control, were positively and negatively associated with performance ratings, respectively. Implications for practice and research are discussed.
{"title":"Isolating the effect of rater experience as a time‐variant predictor of performance ratings","authors":"Diogo Borba, Jeffrey R. Spence","doi":"10.1111/1748-8583.12563","DOIUrl":"https://doi.org/10.1111/1748-8583.12563","url":null,"abstract":"A defining but sometimes overlooked characteristic of performance appraisals is that they are cyclical. The cyclical nature of performance appraisals makes it important to consider time‐variant definitions and operationalizations of constructs such as rater experience. In the current study, we work to clarify the association between rater experience and performance ratings by operationalizing rater experience as the number of appraisal cycles raters participated in. We did so while controlling for other similar but distinct operationalizations of experience such as span of control (number of ratees per rater) and familiarity with ratees. Furthermore, we employed a multilevel longitudinal design and analysis that allowed us to model rater experience as a time‐<jats:italic>variant</jats:italic> predictor of performance ratings and isolate its effects from both between‐rater and organizational context effects. The data were real appraisal data from a large South American company that contained 9233 ratees, across five appraisal cycles from 893 raters in 29 different business units, resulting in 24,608 observations. Our results revealed that rater experience had a small but statistically significant positive association with performance ratings. We also found that familiarity and span of control, were positively and negatively associated with performance ratings, respectively. Implications for practice and research are discussed.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"69 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141189170","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}
Annette van den Berg, Yolanda Grift, Arjen van Witteloostuijn, Saraï Sapulete, Wolfram Brehmer, Martin Behrens
German and Dutch law grant works councils (WoCs) a significant role in company affairs, accompanied by the obligation to act in the organization's overall interest. However, is this sufficient to ensure meaningful WoC involvement in practical organizational decision‐making? We use the well‐emphasized concept of trust from the voluntary employment voice literature as a foundation for exploring how managerial goodwill translates into employment relations regimes with strict mandatory employee voice elements. We take two cases of strict employee voice systems as our litmus test: Germany and the Netherlands. Through structural equation modeling, we unravel the direct and indirect effects on employee representatives' assessment of employee voice effectiveness, considering factors such as legislation, interpersonal relationships between WoC and management team, and union involvement. Trust is positioned as a central mediator. Utilizing unique survey data from 2014 that includes responses from German and Dutch works councilors, the results indicate that legal information rights alone do not solely promote WoC involvement in both countries. Trust also plays a vital role, demonstrating a direct positive effect on having a say and acting as a mediator for timely information provision, goal sharing, organizational support, unity within the WoC (in the Netherlands), and union involvement (mainly in Germany). These cross‐country differences are attributed to variations within Rhineland capitalism, where German relations are primarily characterized by a strong capital‐labor divide, and Dutch relations predominantly emphasize consensus‐seeking.
{"title":"German and Dutch works councils: A trust theory of legal employee voice","authors":"Annette van den Berg, Yolanda Grift, Arjen van Witteloostuijn, Saraï Sapulete, Wolfram Brehmer, Martin Behrens","doi":"10.1111/1748-8583.12561","DOIUrl":"https://doi.org/10.1111/1748-8583.12561","url":null,"abstract":"German and Dutch law grant works councils (WoCs) a significant role in company affairs, accompanied by the obligation to act in the organization's overall interest. However, is this sufficient to ensure meaningful WoC involvement in practical organizational decision‐making? We use the well‐emphasized concept of trust from the voluntary employment voice literature as a foundation for exploring how managerial goodwill translates into employment relations regimes with strict mandatory employee voice elements. We take two cases of strict employee voice systems as our litmus test: Germany and the Netherlands. Through structural equation modeling, we unravel the direct and indirect effects on employee representatives' assessment of employee voice effectiveness, considering factors such as legislation, interpersonal relationships between WoC and management team, and union involvement. Trust is positioned as a central mediator. Utilizing unique survey data from 2014 that includes responses from German and Dutch works councilors, the results indicate that legal information rights alone do not solely promote WoC involvement in both countries. Trust also plays a vital role, demonstrating a direct positive effect on having a say and acting as a mediator for timely information provision, goal sharing, organizational support, unity within the WoC (in the Netherlands), and union involvement (mainly in Germany). These cross‐country differences are attributed to variations within Rhineland capitalism, where German relations are primarily characterized by a strong capital‐labor divide, and Dutch relations predominantly emphasize consensus‐seeking.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"219 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141189155","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}
Youngsang Kim, Andrea Kim, Tae‐Youn Park, Eun‐Ji Oh, Seung Soo Eo, Kihwan Song
Prior studies have suggested that downsizing events can lead to a contagion of voluntary turnover among employees. In the current study, drawing on the turnover event theory, we propose that the relationship between downsizing and turnover can be nonlinear. We also propose that the presence of collective pay‐for‐performance (PFP) practices is an important but overlooked contingency that moderates the effects of downsizing. By analyzing a dataset collected from 317 firms with 634 firm‐year observations, we found that the relationship between downsizing and voluntary turnover rates takes an attenuated positive form, and that this relationship is mitigated in firms that have more collective PFP practices. Our findings contribute to the literature on downsizing, turnover, and collective PFP practices while also providing a specific practical implication pertaining to the mitigation of the disruptive effects of downsizing.
{"title":"Preventing subsequent turnover after downsizing: The role of collective pay for performance practices","authors":"Youngsang Kim, Andrea Kim, Tae‐Youn Park, Eun‐Ji Oh, Seung Soo Eo, Kihwan Song","doi":"10.1111/1748-8583.12552","DOIUrl":"https://doi.org/10.1111/1748-8583.12552","url":null,"abstract":"Prior studies have suggested that downsizing events can lead to a contagion of voluntary turnover among employees. In the current study, drawing on the turnover event theory, we propose that the relationship between downsizing and turnover can be nonlinear. We also propose that the presence of collective pay‐for‐performance (PFP) practices is an important but overlooked contingency that moderates the effects of downsizing. By analyzing a dataset collected from 317 firms with 634 firm‐year observations, we found that the relationship between downsizing and voluntary turnover rates takes an attenuated positive form, and that this relationship is mitigated in firms that have more collective PFP practices. Our findings contribute to the literature on downsizing, turnover, and collective PFP practices while also providing a specific practical implication pertaining to the mitigation of the disruptive effects of downsizing.","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"48 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140623118","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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