Human Resource Management Journal最新文献

This study examines employees' experience of being furloughed as a career shock drawing on person-organization (P–O) fit theory. We focus on the UK's Covid-19 furlough scheme and the experiences of 23 employees from different sectors following the scheme's termination. Findings from qualitative interviews support the value of misfit to understanding career shocks. Furloughed employees perceived change to their person-organization fit, and more specifically misfit relating to personal needs (for security, growth and support) versus supplies, and demands (increased responsibilities, lack of retraining upon resuming work) versus skills, where such misfit was attributed to furlough being a career shock and triggering career-related thoughts and behaviors. Organizational communication and topping-up furloughed workers' lost monthly income buffered the extent furlough resulted in misfit. Tolerance threshold and perceived employability were found to explain the likelihood of career transitions for furloughed workers reporting misfit. Our findings contribute to the emerging career shocks literature by identifying P–O misfit as a mechanism explaining career transitions.

Extending the research on corporate brand image and recruitment, this study investigates the influence of industry image on organizational attractiveness in a cross–national context. Drawing from signaling theory and the application of the instrumental-symbolic image framework, we apply an experimental vignette design in the renewable energy industry (REI) and the oil and gas exploration and production industry (OGI) with potential job applicants in France, Germany, and the United Kingdom. We conceptualize national context as collective signaling environments. Results from 550 respondents indicate that the REI and OGI differ in most of the instrumental and symbolic image dimensions. The instrumental image dimension of pay and the three symbolic image dimensions of sincerity, innovativeness, and prestige predict organizational attractiveness. Moreover, sincerity, innovativeness, and prestige carry a mediating effect in the link between industry affiliation and organizational attractiveness. Findings also demonstrate that image perceptions of the REI and OGI vary across countries such that the already more favorable image perceptions regarding the REI are for the most part even more pronounced in France. Implications for theory and tailored recommendations for practice are provided.

Existing literature underscores the potential of human resource analytics (HRA) to enhance the strategic recognition of human resource management (HRM) within organisations. However, there has been limited focus on how HRA practitioners attempt to realise this potential. Our study investigates how HRA practitioners use HRA in their daily work to enhance their strategic recognition. Drawing on practice theory and a range of qualitative data, including expert interviews and observations, our analysis not only shows that implementing HRA offers opportunities for improved strategic recognition but also reveals that HRM practitioners showcase the strategic relevance of their analytics capabilities through four forms of tactical manoeuvring: capturing contextual challenges, using guerilla tactics, busting myths and running stealth projects. Our findings contribute to the literature on HRA and the broader discourse on HRM's role and its strategic recognition.

This study develops a multilevel moderated mediation model to explore the relationship between high-performance work systems (HPWS) and team performance. Adopting a dialectical view of the effects of HPWS, it posits a dual -positive and negative- path between HPWS and team performance, which is jointly mediated by group coordination and relationship conflict. Furthermore, it theorizes that a competitive team climate can significantly influence these relationships. The proposed research model was tested using multisource data from a sample of 503 team members and 125 team managers from 58 firms. The results revealed that HPWS are positively associated with both group coordination and relationship conflict, and that both these relationships are moderated by a competitive team climate. This study contributes to the strategic human resource management literature by revealing that HPWS can be associated with team performance through both positive and negative intermediary mechanisms, and that team climate constitutes an important boundary condition that can amplify and inhibit the effect of HPWS on team performance.

The context in which careers develop is attracting increasing scholarly attention. Building on career ecosystem theory, we examine how societal and organizational actors within career ecosystems influence the development of careers. In our study of university leaders in 60 countries, we find that career trajectories are more similar within than across countries and that the overall organizational context relates to the similarity of career trajectories within the career ecosystem. We identify six distinct career patterns to the top of organizations within the ecosystem of higher education (e.g., ‘university president’ or ‘rector’). Furthermore, we identify several societal and organizational characteristics that are related to the prevalence of specific career patterns. Key findings include that academic leaders' careers tend to follow career patterns within the same organization in countries with low power distance, low labour market flexibility and low meritocracy, as well as in universities with less research focus. Our findings add to the literature on career ecosystems and advance the understanding of career paths to the top of organizations, using the case of academic careers.

Even though the field of human resources is rife with tensions and contradictions, little is known about how HR practitioners experience and navigate these challenges. The impact of these tensions and ambiguities on HR professionalism remains understudied. Using the framework of “bounded professionalism”, this study explores how HR practitioners in business organizations (RBOs) and staffing agencies (RSAs) navigate professional and organizational tensions. Through a qualitative methodology, we conducted 60 semi-structured interviews with HR practitioners from a variety of organizational settings. By examining the complicated experiences of HR practitioners, we highlight the nuanced ways in which they manage and mitigate professional and organizational tensions. This paper introduces and further develops the concept of “bounded professionalism nexus,” which implies that collaboration between professionals across organizational boundaries may exacerbate the experience of bounded professionalism. Specifically, we identify the triggers and implications of “bounded professionalism nexus”, demonstrating how cross-border organizational relations contribute to suboptimal performance in both RSAs and RBOs. According to our findings, these tensions are not only prevalent, but also have significant implications for HR professionalism. This study concludes by examining the broader implications of the “bounded professionalism nexus” for HR professionals and offering suggestions for mitigating these tensions.