Human Resource Management Journal最新文献

Work design is fundamental Human Resource Management (HRM) responsibility, which is crucial for employee well-being. Current HRM research on work design largely relies on variable-centered approaches. We argue that a person-centered approach uncovers more complex interaction patterns that are often obscured and provides a more holistic view of work design. Additionally, work design research often neglects occupational specificity, focusing on universal work characteristics. While this is important for generalizability, it can miss important industry and occupational variations, such as in healthcare. In this research, we focus on both universal work characteristics (feedback, autonomy, and support) and a dominant occupation-specific work characteristic in healthcare, emotional demands. Results from Latent Profile Analysis (LPA; N = 1344, 88.7% female) revealed four profiles of work design: Active (moderate demands, high resources), Moderately Active (moderate resources, moderate demands), Moderate Strain (low resources, moderate demands), and High Strain (low resources, high demands). Healthcare workers in the Active profile reported the highest thriving, followed by the Moderately Active, Moderate Strain, and High Strain profiles. The High Strain profile showed the highest burnout, followed by the Moderate Strain profile. The Moderately Active and the Active profiles did not differ in their burnout. Workers with supportive leadership were more likely to be in the Active profile, whereas those with precarious contracts were more likely to be in the High Strain profile. This study contributes to contemporary HRM research by accounting for the complex interplay of work characteristics that are associated with different types of well-being in healthcare and provides guidance for HR practitioners about work design profiles that are most impactful for well-being.

Achieving gender equality remains a pressing global challenge. In response, many organizations and multinational enterprises (MNEs) have adopted gender diversity management (GDM)—human resource practices aimed at promoting gender equity and equality in the workplace. While prior research highlights the importance of institutional context in shaping the implementation and outcomes of GDM, there is limited understanding of how to contextualize and implement these practices effectively across diverse national settings. In this this editorial, we first review existing research in three key areas: (1) the transfer of GDM practices across MNEs, (2) the gender composition of MNEs’ top management teams, and (3) comparative studies of GDM. Our analysis underscores the limitations of universal, “one-size-fits-all” approaches and emphasizes the need for context-sensitivity. In this context, we then introduce the contributions to the Special Issue. Together, these articles advance our understanding of the complex interplay between organizational practices and local norms in shaping GDM implementation and outcomes. Finally, we outline research directions that can help propel future work, including the need for a deeper understanding of MNEs’ motivations for engaging in GDM, the positioning of gender within broader diversity agendas, and the implications of growing anti-DEI sentiment.

AI and machine learning algorithms are revolutionising the modern workplace by transforming HR functions to deliver superior outcomes for both employees and organisations. However, research shows that these algorithms often fail to deliver optimal HR solutions, primarily due to inherent biases. Developing capabilities to overcome algorithmic biases is critical for firms, as these biases present significant challenges to fairness and inclusivity in HR decision-making, ultimately impacting the effectiveness of HR practices. To address this challenge, our study, grounded in the dynamic capability perspective, presents a model to address algorithmic biases in people management and achieve superior strategic HR outcomes. To test our theoretical model, we collected survey data using a two-wave, time-lagged approach from HR professionals and employees working in firms within the Australian financial and insurance industries. The key findings reveal three critical dimensions of HR algorithmic bias management capability: data bias, model bias, and deployment bias management capabilities, which significantly influence AI-enabled high-performance HR practices and, in turn, positively impact strategic HRM effectiveness. Our novel findings on the dimensions of HR bias management capability contribute to advancing the dynamic capability view in HRM research. They also offer a comprehensive bias management framework that allows HR professionals to address the strategic, ethical, and operational challenges emerging from the use of AI-augmented HR practices in the dynamic workplace, helping sustain a competitive advantage.

Achieving gender equality continues to pose a persistent challenge in contemporary workplaces, as indicated by the slow rate of progress and predictions that achieving gender equality may take a century. Responding to calls for a deeper understanding of how women's leadership influences organizational outcomes, we draw on social role theory to examine the relationship between women in senior leadership and gender equality management systems (GEMS), which is a comprehensive “bundle” of gender-equality, work–life, and domestic violence coping practices, in the context of the gender of chief executive officers (CEOs). Utilizing a large-scale, longitudinal dataset of 6620 Australian organizations spanning 7 years, our panel analyses reveal that having women in senior leadership positively influences work–life practices and domestic violence coping practices. The results also indicate that women in leadership have a positive impact on gender-equality practices when organizations are led by a female CEO. By showing how women in senior leadership and a supportive female CEO jointly foster broader adoption of GEMS, we extend and refine social role theory. Our findings also provide robust evidence, drawn from a wide range of organizations, that the leadership of women at multiple levels plays a pivotal role in accelerating progress toward workplace gender equality.

Retaining and managing talent is critical for a firm's competitive advantage. While human resource management (HRM) literature suggests several configurations of bundles of ability(A), motivation(M), and opportunity(O) enhancing HRM practices for enhancing individual and firm performance, it fails to capture the dynamic contextual changes at an individual and organizational level, rendering a given bundle of HRM practices ineffective in managing talent. This study contributes, first, by temporally analyzing the structural shifts in employees' work preferences, tracking changes in their contextual environment at a large, global high-technology firm using Glassdoor reviews. Second, analyzing employee work preferences over a 3-year period from 2019 to 2022 (covering three distinctive periods: pre-pandemic, pandemic, and post-pandemic) from a comprehensive dataset of 14,200 employee reviews, novel insights about structural shifts in employees' work preferences concerning compensation and work-life balance were uncovered. Third, this study highlights the value of mining employee reviews from public platforms like Glassdoor. Finally, it showcases innovative methods for qualitative analysis of large datasets.

This paper applies the concept of institutional habitus to analyse the accounts of participants on a talent management (TM) programme that is underpinned by an Exclusive/Developed talent philosophy. In doing so we reveal the structural presence of the organisation in shaping individual expectations and experience on TM programmes, adding to a subset of critical voices in the TM field which recognise how individual agency may be enabled or constrained by social and institutional structures. Our research contributes to the field of talent management in two significant ways. Firstly, we demonstrate the importance of an individual's professional habitus to account for variations in individuals' recognition of organisational expectations of talent. Second, we show how navigating organisational expectations of talent is shaped by individuals' appreciation for the ‘rules of the game’ and their ability to put this into practice. Against a backdrop of concern about diversity and inclusion in organisations, particularly within the public sector, the findings have implications for HR practitioners as they raise questions about how TM programmes might allow scope for individuals who do not fit the unwritten rules of what talent looks like in an organisation.