Human Resource Management Journal最新文献

While recruiting and retention are core human resource management functions, little attention has been given to their contextual differences in domestic and foreign-owned firms. We draw on human capital theory and used a mixed-methods approach—(1) time-lagged surveys with 755 employees and (2) semi-structured interviews with 110 managers, headhunters, and employees—to examine recruiting and turnover in domestic and foreign-owned firms in Japan. Our findings demonstrate significant differences in recruiting sources and turnover-related outcomes between these firms, partly due to the more extensive use of headhunters and recruitment of host country national employees with higher general human capital in foreign-owned firms. Our arguments and empirical evidence contribute to the literature by challenging the assumptions of human capital theory, emphasizing the role of context, and providing insights into the underlying reasons for turnover differences between domestic and foreign-owned firms.

The COVID-19 pandemic has negatively affected employees' physical, psychological, and economic wellbeing, leading to significant workforce challenges, despite practitioners' rapid implementation of several HR practices aimed at enhancing employee wellbeing. Based on surveys and interviews with 65 HR and Nursing Directors and employee representatives, and other qualitative data, this article aims to explain this puzzle by exploring which wellbeing practices were employed during and post the pandemic, and what challenges these responses generated for employees. While much scholarship has focused on organizational determinants of physical and psychological wellbeing, our findings show that the pandemic context and the healthcare sector's institutional characteristics influenced the wellbeing response and generated employee perceptions of staff inequality, and patient safety concerns. Furthermore, the wellbeing response addressed economic wellbeing only to a limited degree. The article contributes to the study of employee wellbeing by highlighting the importance of contextual and institutional factors as societal influences on wellbeing, and by conceptualising economic wellbeing as a significant wellbeing type.

Many researchers currently make scientific claims about a general population that differs in material dimensions from the subsample utilized in the analysis, without fully describing their sample characteristics. It is essential to fully disclose relevant facets of the sample, to enable future stakeholders to make appropriate adjustments: we argue that all publications are valuable independently of the sampling strategy, however; their usefulness will dramatically increase when the authors include all conceivable sample characteristics. By employing a Big-Data set of over 3,300,000 workers (including 300,000 foreign workers) over 10 years, we illustrate how focusing on narrow subsets of a target group can lead to very different conclusions. We address methodological and ethical challenges for the HRM research field providing recommendations on how to avoid the possibility of flawed validity results and how to make the study more relevant, impactful and ethically robust. For practitioners, we highlight how managers can draw learning from academic studies by appreciating differences in subgroups' outcomes that incorporate “context,” which eventually can inform strategic management and managerial decisions.

Career resilience is critical to the world's aging workforce, aiding older workers in adapting to the ever-evolving nature of work. While ageist stereotypes often depict older workers as less resilient when faced with workplace changes, existing research studies offer conflicting evidence on whether older age hinders or improves career resilience. In response to this conflicting evidence, the present study employs multi-level data from 6772 employees in 28 countries to examine the age-career resilience relationships and underlying mechanisms, hence advancing our understanding of career resilience across the life course. By integrating macro-contextual factors such as the unemployment rate and the culture of education with individual-level mechanisms such as positive career meaning and career optimism, we provide a comprehensive model explaining how career resilience varies across age groups. Grounded in life course theory, our findings resolve prior inconsistencies in resilience research, contribute to bridging the micro-macro gap in HRM literature, and challenge existing age-based stereotypes.

The expansion of remote working arrangements has required managers to adjust their approach to managing performance, as they transition from in-person to technology-mediated tools and practices. Past research has identified negative worker impacts associated with intensified digital monitoring and discipline-based coaching. However, few studies have investigated the antecedents of more worker-friendly arrangements. This paper examines the role of collective worker voice in shaping remote work performance management choices, based on a comparative study of telecommunications call centers in Canada, the United States, and Germany. Findings suggest that strong collective voice, especially when backed by institutional power, fosters a balanced approach to remote performance management by constraining the intensity of electronic performance monitoring and use of disciplinary practices, as well as by supporting more developmental coaching.

Institutional logics of the market, profession, and state act upon and define success in HR practitioners' work. We examine how HR professionals respond to these co-existing logics in their day-to-day interactions with line managers. Findings based on interviews with 41 HR professionals reveal their navigation of logics as they choose whether to advise, persuade, or overrule line managers. This decision-making is guided by their combined knowledge of regulation and their organisational context, as well as their perceptions of the line manager with whom they are interacting. Theoretically, we propose a spectrum of HR practitioners' involvement in line managers' enactment of HRM. We argue that HR practitioners' combined organisational and occupational knowledge enables them to balance the multiple institutional contexts acting upon people management, offering an inimitable contribution to organisations. However, we also highlight the challenges this balancing act creates for building credibility and legitimacy with organisational stakeholders.

Algorithms increasingly manage the exchange between workers and organisations. This raises the question of whether agency can be attributed to, and psychological contracts formed with, such non-human organisational representatives. Against this backdrop, we assemble and critically review streams of literature regarding app working and psychological contract making to better understand the psychological dynamics of app-work. We show how such non-human entities are commonly ascribed traits and intentions characteristic of a human agent, which foster positive emotions and relationship continuity for app-workers. To theoretically explain the mechanisms at play in how app-workers may create a psychological contract with an algorithm, we curate ideas from ‘Theory of Mind’ which accounts for key aspects of relationship development through direct experience with a target party. Our work unpacks the experiences of app-workers and underscores the expanding role of the HR function in managing such independent contractors, along with the evolving means by which this can be achieved. Arising from our review, we set down key implications for the role of algorithmic agents in the design of work and the management practice of HR professionals.