Human Resource Management Journal最新文献

Ability-motivation-opportunity (AMO) based human resource management (HRM) practices connote positive organizational outcomes, in general. This study has identified the deviant outcome of motivation-enhancing HRM practices by delineating how it can lead to an undesirable workplace behavior like unethical pro-organizational behavior (UPOB) through employees' career ambition. Further, such effects are amplified in the presence of UPOB descriptive and injunctive norms. The hypotheses were tested by using two multi-wave time-lagged studies for sales executives working in organizations representing two different industries. Career ambition partially mediated the relationship between motivation-enhancing HRM practices and UPOB. The conditional indirect effect of motivation-enhancing HRM practices on UPOB through employees' career ambition was stronger when they perceive high level of descriptive and injunctive norms in the workplace. While the relationship between career ambition and UPOB was strengthened for high descriptive and injunctive norms, it was weakened for low injunctive norms but not for low descriptive norms.

The lack of an efficient support system for people with multiple, long-term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary-spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high-performance work practices (HPWPs) in this sector, the actual implementation of these practices is less clear. Based on a comparative case study approach, 153 interviews, and other qualitative data, this article explores frontline managers' HR philosophies and practices (‘frontline HRM relationality’) to explain possible variation in efforts to implement the boundary-spanning role of care coordinators (CCs). Despite strong policy support for the role, coordination has improved unevenly because of varying degrees of HRM relationality: findings show that higher frontline HRM relationality was associated with lower inter-occupational professionalization differences and higher boundary-spanning coordination. The article contributes to a nascent literature on HPWP implementation by theorizing frontline HRM relationality as a continuum that moderates professionalization-related coordination problems and highlights the importance of frontline HRM relationality for implementing HPWPs in professionalized settings.

Silence in the context of work has different meanings across different settings. Turbulence induced by the privatisation of previously state-owned enterprises presents a curious setting to explore worker silence. Turning to worker silence in the process of mass privatisation of sugar factories in Turkey, we examine why workers remained silent while resenting privatisation. We reflect on the experiences and perceptions of workers in the privatisation of sugar factories in an unregulated neoliberal country, where macro-national and meso-institutional mechanisms enforce worker silence Drawing on 48 interviews with workers from sugar factories, we demonstrate that worker silence deepened in the process of privatisation. The study provides evidence that an unregulated form of neoliberalism worsens worker silence through three distinct mechanisms: dismissal of democratic demands, marketisation of everything and decline of solidarity. We extend these mechanisms with 13 different corresponding forms.

Increasing stress levels in the workplace is an economic and social issue for many industries, and coal mining is no exception. However, more recently mining coal has become an intense moral and ethical issue subjecting workers to psychosocial related stress. Previous research has demonstrated that resilience can help manage individual stress to improve health outcomes and workplace productivity. This study examines data collected from 61 interviews with various workers in the coal industry in Australia throughout immense and stressful uncertainty. Drawing on the Job-Demands-Resource and the Transaction of Stress and Coping theories, we find that crucial elements of human resource management processes, supervision and the employee work unit may be modelled as either demands or resources. More significantly, we find that the individual's subjective appraisal of job-related demands and resources plays a significant role in enhancing or undermining their resilience. For theory, this study extends the Job-Demands-Resource model by challenging the prevailing assumption that job-related attributes act as demands or resources in terms of their relationship with resilience; for human resource management practice, the findings help focus on how particular strategies can best support and promote employee resilience.

Past research has predominantly regarded (private) socialisation-oriented social media (SoSM) use at work as a counterproductive behaviour and has thus focussed more on its dark side. However, given the prevalence of social media in today's work life and the various affordances this technology can have, social media might have important bright sides. In this research, drawing on the affordance perspective, we propose that the day-to-day use of SoSM at work is positively associated with perceptions of social connectedness, which is further positively associated with life satisfaction and task performance. We examined our hypotheses using an experience sampling study of 134 full-time employees in China across 10 consecutive workdays. The results of multilevel modelling showed that, as expected, daily SoSM use at work related positively with employees' perceptions of social connectedness, which in turn predicted their daily life satisfaction and daily task performance. We also found that the relationship between daily SoSM use at work and perceived social connectedness was stronger for employees with higher, rather than lower, perceived workloads. We suggest this moderating effect occurs because social media is an efficient medium, providing greater affordances, through which busy workers can meet their belongingness needs. Overall, our study sheds light on the previously less-studied positive effects of social media use at work.

In this paper, we critically examine the assumption that most employees, and especially those not identified as talents, find exclusive talent management less fair than inclusive talent management. Across two factorial survey studies—one of which manipulates talent status experimentally (N = 300), the other using field data on meta-perceived talent ratings (N = 209)—we examine the extent to which the perceived fairness of talent management is predicted by self-interest (i.e., the extent to which you yourself are seen as talented) versus principle (i.e., a dispositional preference for equality-vs. merit-based allocations). We found a clear effect of talent status, indicating that perceived fairness is at least partly determined by self-interest (i.e., whether one personally stands to gain or lose from exclusive talent management). We also found an effect for preferred allocation norm—implying that fairness perceptions are influenced by matters of principle, independently from self-interest—but only on the boundary condition that organizations provide a transparent justification for their chosen (inclusive or exclusive) talent philosophy. Two major gaps are addressed: the lack of data on how employees perceive and experience talent management practices, and the inability of common study designs to make causal claims.

The turbulent COVID-19 pandemic offered the opportunity to examine employees who are required to work from home (WFH), which can provide significant implications given that some companies have adopted full-time remote work even after COVID-19 restrictions have lifted. The current study draws on psychological contract theory and HR differentiation theory to examine the interactive effects of WFH preferences and relational organizational practices such as perceived support, feedback, and information sharing in predicting burnout and turnover intentions. Multi-wave, U.S. study results demonstrate that higher WFH preference employees are particularly responsive to these practices; they experience greater well-being when they receive them, but they also seek alternative employment when they do not. Our findings provide insight into the full-time WFH dynamics and suggest that fully remote organizations should consider not only effective management of employees, but also organizational practices that match employee preferences in times of turbulence.

There has a significant increase in the volume of research on the management of talent over recent decades; however, the question of what talent is remains under debate. How talent is understood and defined has significant implications for its management within organizations, yet these aspects are often overlooked in the extant literature. Through a review of 192 articles in the sub-disciplines of talent management (sub-stream of strategic human resource management), stars (human capital), and high potential (organizational behavior/-psychology), we offer guidance for research on talent. Our findings suggest that the current research adopts an overly binary conceptualization of talent, as illustrated in five relevant dimensions: inclusive–exclusive, innate–acquired, transferable–context dependent, subject–object, and input–outcomes. We call for a more nuanced approach to the topic and build insights from paradox theory, encouraging a transition from “either/or” perspectives to “both/and” perspectives. Matching theory is identified as a useful lens to guide future research, and we offer suggestions for a more nuanced approach in practice by encouraging organizations and their stakeholders to embrace the paradoxes of talent.

This study investigates what attracts career-oriented women to foreign subsidiaries and how they experience this work context. Based on 125 interviews with career-oriented women in Japan, we find that their frequent choice of foreign employers is not only motivated by professional aspirations but also by identity-related aspirations. Japanese women who embraced an internationalist orientation experience a confirmation of their identity by working for foreign subsidiaries; by contrast, those who still felt bound by traditional role expectations, undergo a liberating identity transformation. Based on the perceptions of these particular employees, we develop recommendations for gender diversity management in foreign subsidiaries. We further argue that women, who are disadvantaged in the local employment context, often desire that foreign subsidiaries implement standardized home country human resource management practices, instead of adopting local practices. By focusing on the recruitment of highly qualified women, foreign subsidiaries may turn their liability of foreignness into a competitive advantage.

The transformation of the intelligence ecosystem associated with the digital transformation represents a critical juncture for diversity and inclusion (D&I). We present a multidisciplinary perspective on digital transformation and D&I that demonstrates that, in the context of automated decision making, where algorithmic biases and the standardisation of thought represent new risks, neurodiversity initiatives become a cornerstone for advancing D&I. Based on interviews with neurodiversity experts, we identify innovative ways to efficiently configure an inclusive organisational design targeting neurodiversity by leveraging technologies. We identify several properties of technologies that support D&I in neurodiversity initiatives: the neutralisation of biases during interviews, the development of digital support for physical and mental well-being and the facilitation of different cognition modes. Finally, we critically discuss the risks and opportunities offered by various technologies in terms of performance evaluation, new forms of dominance, and design of a digital ecosystem for mental well-being.