Human Resource Management Journal最新文献

Human Resource Management research is striving to develop rigorous and actionable knowledge for today’s social and environmental global challenges. For years, academic-stakeholder collaborative knowledge creation processes have been considered as potentially rewarding ways to achieve this objective. However, applications of collaborative HRM research are still relatively sparse, as HR scholars tend to engage with more traditional processes of knowledge creation. The aim of this editorial is to foster more widespread conduct of collaborative HRM research in the future. Drawing on Habermas, whose ideas on human knowledge are considered to be at the core of the epistemology of collaborative management research, we first highlight three avenues for collaborative HRM research that addresses our technical, practical and emancipatory knowledge-constitutive interests. For each of them, we highlight key theoretical assumptions and risks. Thereafter, we describe two key requirements for rigour and relevance in the context of any collaborative HRM study. Finally, we present the papers included in this special section and discuss their implications for HRM research.

Given recent studies have begun to question the siloed nature of employee voice research this paper attempts to theorise the boundaries between Organisational Behavior (OB), Human Resource Management (HRM) and Industrial and Employment Relations (I/ER) voice. Researchers examine specific organisational contexts that may influence employees' voice behavior, with OB researchers paying particular attention to the micro contextual influences of leadership behavior and psychological safety climate on individual voice behavior; HR researchers emphasizing the meso role of HR practices that may facilitate employee voice; and I/ER researchers focusing more on how macro institutional supports such as unions and collective bargaining can protect employees and facilitate voice. The paper proposes a model of “contextual voice efficacy” as a bridge between these disparate literatures, and develops propositions as to how OB, HR and I/ER voice mechanisms can combine together in a single model.

Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP-LMP and HRBP-HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.

Career plateauing has been described as a subjective state that is emotionally unpleasant and associated with unethical work behaviors, yet there is little theoretical explanation or robust evidence to support such claims. This study contributes a theoretical framework for the relationships between career plateauing, emotions, and counterproductive work behaviors (CWB). Building on the stressor-emotion model of CWB, we propose that employees who perceive themselves as experiencing plateau are likely to commit CWB when they experience negative emotions. We also predict that the strength of this process depends on individuals' emotion regulation ability. Through regression analysis of data from 193 UK-based employees across three time points, our study finds that both hierarchical and job content plateauing are associated with negative emotions and indirectly related to CWB via negative emotions; neither plateau type is directly related to CWB. Additionally, lower emotion regulation ability strengthens the relationship between job content plateauing and negative emotions, leading to more CWB. This study offers a novel theoretical explanation of how plateauing affects employees' emotions and deviant behaviors. It also provides important practical guidance for managers by showing that plateaued employees are not inherently problematic to the organization. By proactively understanding and managing plateaued individuals' feelings, managers can more likely prevent negative emotions from triggering deviant behaviors.

Despite recognising the importance of emotions for careers, researchers rarely explore how career-related practices invoke emotions and the implications for professionals’ career aspirations and behaviours. Drawing on 50 interviews with lawyers on the partner track and human resource (HR) professionals, we develop the concept of an emotions career. The emotions career consists of four stages, each characterised by different primary emotions and socio-emotional dynamics. We find that career practices and social interactions elicit emotions that regulate professionals’ career aspirations and trajectories. Thus, professionals become emotionally invested in their careers, which in turn contributes to the maintenance of existing career systems. To better support professionals, we suggest that HR practitioners develop greater awareness of the emotional dynamics associated with careers and engage in career conversations, while organisational leaders should, collectively, consider ways to challenge negative perceptions of alternative career paths, generating more diverse thinking about careers.

Drawing on human capital theory, we explore the impact of global mobility on individuals and their employing firms. We also investigate the role of cultural distance between workers who move across country borders and the local culture, and the role that HRM may play to improve capitalizing on global talent mobility. We use a big data set comprising the entire population in one country, including about 30,000 expatriates from 143 countries employed by 15,000 firms, over 11 years of data covering about 100,000 observations on expatriates and 80,000 on their firms. Our findings support the existence of positive impact of global firms on performance (6.7% higher revenues after labor costs) and individuals' wages (10%–20% higher salaries). Both relationships are statistically and economically significantly influenced by cultural distance for the performance of global firms, leading to HRM implications.

This provocation challenges the current view that practicing HARKing (Hypothesizing After Results are Known) must be avoided under all circumstances. I explain why and under which circumstances scholars may be allowed, even encouraged, to follow this practice. I use the extant literature and specific cases to show how HARKing can help generate new and worthy knowledge, and why an outright ban on HARKing is wrong for the field of social sciences—and, particularly, for business and management studies. The argument expands the phenomenon to PARKing too (Proposing research questions After Results are Known). The implications for knowledge creation are critical because this practice could hinder research and might defy logic. This provocation is intended as a thought-provoking exercise, hopefully leading to changes in the approach and mindset of scholars. HARKing could offer a major added value to the field as it helps to develop knowledge that, so far, has been blocked by attempts to ban HARKing, and thereby may help open new avenues for knowledge creation.

This paper examines the influence of cultural contexts on work-life flexibility practices and employee productivity. Using extant theory from the work-life literature and gender egalitarianism, it examines whether flexible work practices are experienced differentially by men versus women in two varied cultural contexts (Australia and India). Results show that the use of flextime reduces the productivity of men more than women in a high-income individualistic cultural context (Australia); whereas the use of telecommute or vacation time enhances the productivity of men more than women in a relatively paternalistic cultural context (India). Using uniquely comparable samples of 177 and 166 respondents respectively, the study provides new evidence on the effects of cultural contexts on work-life flexibility practices, with important implications for work-life flexibility theory and practice. For work-life flexibility practices to be effective, managers need to implement practices that align with the gendered cultural norms within which they operate.

Does a firm's layoff announcement elicit a negative or a positive reaction from its stock investors? The extant empirical evidence on this question is mixed. The authors' meta-analysis of 34,594 layoff announcements taken from 126 samples featured in 78 studies reports that the average investor reaction is significantly negative (effect size of −0.549). Next, the authors use signaling theory—specifically, characteristics of the signal, the signaler, and the signaling environment—to examine variation in investor reaction. They find that investors do not react if a layoff announcement signals proactive management (e.g., cost cutting) but penalize the firm if the layoff indicates reactive management (e.g., decline in demand). The penalty is also positively associated with layoff size but unrelated to firm size. Further, investors have become less punitive over time, or if its stock is traded on an exchange in civil law (vs. common law) country. The empirical generalizations guide managers on the consequences of their layoff announcements.

Budhwar, P., Chowdhury, S., Wood, G., Aguinis, H., Bamber, G. J., Beltran, J. R., Boselie, P., Lee Cooke, F., Decker, S., DeNisi, A., Dey, P. K., Guest, D., Knoblich, A. J., Malik, A., Paauwe, J., Papagiannidis, S., Patel, C., Pereira, V., Ren, … Varma, A. (2023). Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT. Human Resource Management Journal, 33(3), 606–659.

In this article, some of the affiliations linked to Greg J. Bamber throughout the article were incorrect.

In addition, the city to Affiliation 5 “University of Bath, Claver Down, UK” was incorrect. This should have read: “University of Bath, Claverton Down, UK”.

We apologize for these errors.