Human Resource Management Journal最新文献

Despite the accumulated knowledge of how high-performance work systems (HPWS) at the within-organisation levels function, the literature suffers a paucity of attempts to capture the sources of variability. Meanwhile, research on line managers' HR implementation has excessively emphasised their HR-related competencies. At this juncture, this study establishes the interactive effects of team manager's value and ability fit with espoused HR practices under the varying strength of climate for HR implementation. It proposes such dynamics as antecedents to actual HPWS in the organisation. The analyses demonstrated that team managers' value fit consistently impacts implementation behaviours, and their ability fit takes effect when it is accompanied by a high level of value fit. Most conspicuously, climate for HR implementation was found to substitute for effects of person-HRM fit dimensions. Hence, the study articulates further what drives team managers' HR involvement, thereby unravelling intricacies inside the black box of the HPWS-performance relationship.

Given the increased popularity of HR analytics, a particular focus has been placed on its enactors - HR analysts. Their capabilities are believed to entail analytical and storytelling skills. While we acknowledge the importance of analytical skills, this study utilises an exploratory and qualitative approach to extend our understanding on the storytelling of HR analysts, which remains less understood in the HR analytics research. Data from HR analysts shows they engage in storytelling as showcasing, incorporating a narrow approach to translating and selling. The latter is a broader form of institutional work to gain legitimacy for HR analytics on a general level. New insights are also offered on how HR analysts engage in storytelling as curbing, a form of institutional work linked with decoupling HR analytics policy from daily practices and projects. HR analysts engage with these two seemingly contradictory aspects of storytelling to develop sustainable and legitimate HR analytics.

The management of the professions has become increasingly challenging, reflecting the emergence of new work roles in professionalized workplaces. Human Resource Management (HRM) scholars have, however, been slow to study the professions, particularly how the power they derive from ownership interacts with other forms of power. This article explores the use of different forms of power by a profession, general practitioners (GPs), in engaging with a new healthcare role, the physician associate (PA). Despite policy support for the role, we find GPs' employment of the role in primary care is low. This is explained by two GP responses to the introduction of the role: employment denial and subordination. We theorize these responses as deriving from GPs' ownership power, enhancing their managerial and knowledge-based control over PAs. In doing so, we open-up a research avenue in the study of workforce management focused on professions' ownership power.

Mick Marchington's highly innovative research and writings on ‘Fragmenting Work’ have transformed our understanding of organisations, human resource management (HRM) and the world of work. He led a series of in-depth case studies of networked organisations—including airport operations, supply chains, multi-client call centres, public-private partnerships and information technology outsourcing—and argued for the significance of inter-organisational networks in directly informing HRM theory and also shaping HRM practice. The resulting highly cited body of published work captured and further developed Mick's intellectual interests in pluralism and complexity in relation to HRM theory. In this article, we reflect on Mick's theoretical contributions and also consider how core theoretical insights derived from the Fragmenting Work research programme can be applied to new questions about the future of work concerning digital platforms, career ladders and global supply chains.

Ethical leaders are coveted for their notable ability to inspire positive employee behaviours, an influence portrayed in the ethical leadership literature as robust to most organizational conditions. Yet, we argue that a primary mechanism by which ethical leaders influence their employees (i.e., trust) is disrupted by a company practice that has become nearly as ubiquitous as emphasising ethicality in hiring—employee electronic monitoring. Specifically, drawing from social exchange theory, we propose that electronic monitoring undermines an ethical leader's ability to offer social benefits and thereby erodes trust. We tested our moderated-mediation model with multi-wave data from an organisationally diverse field sample of supervisors and their employees. The results provide support for our predictions. Considering the accelerated pace at which electronic monitoring technologies are being adopted, this research makes timely contributions.

Our paper examines how the work of Mick Marchington integrated older forms of employee participation with newer patterns of employee involvement. The paper shows how Employee Involvement and Participation (EIP) is central to contemporary Human Resource Management (HRM) in four distinct ways: first is the ‘theoretical’ integration of pluralism into newer HRM approaches; second is the ‘practical’ insights gained from what was happening at organisational level; third is the contributions to ongoing ‘policy debates’ about fair work; and finally, his emphasis on ‘context-sensitive methods’ link macro, meso and micro developments. We refer to three specific projects and related periods: a Department of Employment funded project during the late 1980s and early 1990s which developed the waves and escalator concepts of EIP; a Chartered Institute of Personnel Development project concerned with employee voice and management choice in the 2000s, which gave insight to multiple meanings of EIP and strategic choice; and research concerned with the notion of fair voice from comparative cases studies across different liberal market economies from 2008 onwards. By reflecting on these research projects and periods we present a potential framework that offers continued longevity for the future study of HRM.

Digitalisation permeates all aspects of organizational life, especially the ways we communicate with each other. Drawing on a case study of an alternative organisation—the German collective Premium, which is almost entirely digitally organised—we seek to explore contextual factors that facilitate or hinder the expression of electronic voice (e-voice). Based on 20 semi-structured interviews with different members of the collective, we identified various contextual facilitators and barriers to e-voice expression: Collective belief in the value of diverse voices, cautious online and complementary face-to-face communication facilitate e-voice, while less formalised structures, power and knowledge asymmetries, and information overload hinder it. These findings demonstrate that despite an alternative organisation's firm intention and self-reflective efforts to create an inclusive and participatory digital space, tensions arise. Further, our study contributes to employee voice theorising by outlining contextual factors that are specifically relevant to e-voice practices.

We examine the Service-to-Civilian career transition for Military leavers aged 50 and above (50+). The exit age of our sampled group means that it is more likely that they hold senior-ranked positions across both Officer and Soldier career pathways. Despite both groups having access to similar transition opportunities and resources, we find that their work-lives are underpinned with economic, social, and structural inequality. This inequality has substantive effects on their employment transition outcomes. Our focus group data suggest that Soldiers have unequal access to formal (e.g., Career Transition Partnership programmes) and informal (e.g., social networks) transition support resources compared to Officers. Employing a structural equation modelling approach to analyse 183 survey responses, we found that Soldiers are more likely to apply for, and subsequently take, civilian work that is below their skills level. In turn, Soldiers are significantly less satisfied with their civilian work than Officers.

How do workers make sense of telework and respond to it in turbulent times? This study of a consultancy firm in Spain, during the 2008 financial crisis, explores employee interpretations of telework in the context of major macro-economic disruption. We draw on signalling theory to consider telework as a signal sent by the organisation and argue that the environment in which the signal occurs changes employees' interpretations. While telework is generally understood as an employee-centred practice, we find that in an economic crisis it is also interpreted as a potential threat for employees. Therefore, the meaning of telework is not predetermined, but continually shaped socially considering events beyond the boundaries of the firm. We propose adopting a social constructivist view to consider human resource (HR) practices as objects experienced and interpreted within their wider social contexts. We shed new light on signalling theory and HR studies by offering insights on the relevance of the signalling environment for interpreting messages, and bring forth the concept of “external fit”.

The increasingly fractured and contentious debates in academic life are in danger of undermining polite discourse in research and its publication – and therefore progress in research itself. This piece advocates a return to civility as a primary virtue in academic interchanges.