Human Resource Management Journal最新文献

Organizations invest over $166 billion annually in high-potential employees (HiPos), yet many programs fail to identify the right candidates, with failure rates up to 40%. This study addresses the misrecognition of HiPos, focusing on reluctance to lead (RTL) as a key factor. RTL can lead to competent individuals being overlooked. Moderate RTL can enhance leadership by promoting power-sharing and follower self-leadership, which is characterized by humility and a servant mentality. This registered report investigates whether HR professionals' HiPo selection biases against RTL harm leader effectiveness through three studies. We will develop and validate an RTL scale (Study 1), investigate the impact of RTL on HiPo selection (Study 2), and examine the relationship between RTL and leadership effectiveness (Study 3). By understanding RTL's role in misrecognition and its association with effective leadership, this research aims to diversify the HiPo pool, support reluctant leaders' development, and promote diversity and inclusion in leadership selection.

Drawing on the Resource-Based View (RBV) of the firm and the Human Resource Architecture (HRA) model, this study aimed to overcome the agency perspective in scholarly work on employability, and to extend prior research by considering the role of organizational resources and career attitudes for its development. In particular, we examined the mediating role of perceived organizational support for competency development (POSCD) on the association between (perceived) employability culture and self-perceived employability, also considering boundaryless career attitude (BCA) as a moderator. We sampled 422 Italian employees across two-time points over a period of four months, and we analyzed results by means of multi-group structural equation modeling. We found that POSCD fully mediated the association between (perceived) employability culture and self-perceived employability. As for moderation effects, the association from POSCD to employability was positive only at lower BCA values, impacting on the mediated effect of employability culture. Our findings contribute to the RBV of the firm by highlighting the importance of aligning the organizational culture with concrete actions (i.e., POSCD) to enhance employability. Moreover, by highlighting the moderating role of BCA, we contribute to the HRA model by suggesting that organizations should also take into account employees' differences as regards their career attitudes. As for the employability literature, we stressed the predictive role of contextual factors (e.g., POSCD) hence counterpoising the predominant agency perspective. Our study offers implications for HR practices, advocating tailored competency development that considers individual career attitudes and emphasizes the importance of developing an organizational culture that supports employee involvement and growth, hence suggesting that both horizontal and vertical integrations are needed for delivering beneficial HR bundles.

Neurodiversity refers to differences in how people's brains work. Reportedly, human resource functions lag behind scientific developments in offering inclusive design for neurodivergent individuals. Drawing on the sociology of ignorance, we examine mechanisms and forms of ignorant design based on a qualitative study with 20 HR professionals in a country with an unsupportive context for neurodivergence. We expand the literature on an ignorant design by identifying three mechanisms and seven forms of ignorance that shape neuronormative HR policies and practices, revealing that HR practices often marginalise neurodivergent individuals by not recognising their contributions, enforcing neurotypical standards, and maintaining a superficial approach to inclusion. Our findings underscore the need for substantial changes in HR policies and practices, such as involving neurodivergent individuals in policy design, providing comprehensive neurodiversity training for HR professionals, and adopting evidence-based and inclusive HR strategies. Further, a supportive national context is invaluable for neuroinclusion.

In this article, I reflect on the role of human resource management (HRM [I acknowledge that HRM scholarship encompasses a wide range of researchers employing varying analytical and methodological lenses and that publish in an eclectic mix of journals within and outside the human resource management domain. However, although I draw from other journals and academies for illustrative purposes, this article focuses on the two journals that are most widely respected in the field (Human Resource Management Journal and Human Resource Management)] in the treatment of race and racism in organisations. I argue that the combined negative impacts of the brutal murder of George Floyd before a social media watching world and the strong evidence of negative racially disproportionate impacts of the coronavirus pandemic contributed to a collective moral outrage and provided an unprecedented catalyst and opportunity to tackle institutional racism. I provide a review of research interests to argue that HRM scholars and the business practitioners they commonly inform have not grasped this opportunity fully, in that the treatment of race remains inadequate and informed by an erroneous view of race as neutral and irrelevant in influencing organisational outcomes. I contend that this presents a danger that racism will continue to thrive. I argue that grasping this opportunity fully requires a rethinking of the approaches commonly adopted by HRM scholars and practitioners to acknowledge and embrace fully the significance of race (and anti-racism) in influencing organisational outcomes. I call for a reconsideration of key constructs, especially those that are implicated in racism (such as organisational culture and culture change) so that anti-racism is at the centre of HRM conceptualisations and organisational processes.

Drawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female-female supervisor-subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender-equality) institutions and informal cultural (gender-egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.

Reconciling competing demands for consistent HR implementation and providing individualized supervisor support to employees has always been a challenge in strategic human resource management. Given that there is burgeoning evidence that frontline managers (FLMs) are at the center of HR implementation, we examine how the organization helps FLMs reconcile demands for consistent HR implementation and deliver individualized support to those under their supervision. With the data from 181 FLMs and 311 employees reported to these FLMs, we find that FLMs' perceived enabling HR practices mediate the relationship between high-performance work systems and FLMs' willingness to be flexible (WTBF). Furthermore, WTBF mediates the relationship between FLMs' perceived enabling HR practices and consistent HR implementation and between FLMs' perceived enabling HR practices and employees' individualized support. Our study offers new insights by highlighting that an effective HR system is not merely improving FLMs' HR competency and knowledge but capturing FLMs' WTBF in carrying on a broad range of HR tasks. Furthermore, our study provides an expanded and novel understanding that FLMs will likely face two opposite HR tasks that coexist and should be dealt with simultaneously as a pair. We then discuss the theoretical and practical implications of our findings and suggest future research directions.

HRMJ is a business and management journal: we seek to publish excellent work that deals not simply with people and organisations, but with the management of people and the issues and tensions around the latter. As such, the journal is broadly multidisciplinary, the key focus being on advancing theory through empirical evidence, through consolidations and extensions of conceptual knowledge, through revisiting and extending existing theory, literature reviews, as well as the development of salient research methods. This extended editorial brings together a range of perspectives from and beyond the editorial team to advance understanding around developing work for publication. As such, it is intended not only to guide authors interested in publishing in HRMJ, but all with an interest in advancing their scholarly work.

Obtaining and retaining women in leadership positions is an ongoing challenge for scholars and practitioners in Human Resource Management (HRM). Research on the role of organisational context factors in supporting women who either are already in leadership roles or aspire to obtain them is fragmented and spread across multiple disciplines. In this systematic literature review, we identified 87 articles related to organisational context factors and female leadership. We mapped these articles onto the stages of the employee lifecycle: (1) Recruitment and Selection, (2) Learning and Development, (3) Performance Appraisal, and (4) Reward and Retention. Additionally, we introduced the category (5) Organisational Setting to encompass overarching context factors such as industry. For each article, we assessed the underlying assumptions concerning the gender-neutrality or gender-sensitivity in the practical implications. Our analysis revealed that some stages of the employee lifecycle received more attention than others and that the derived practical implications often go far beyond what can be concluded based on the study findings. We discuss theoretical implications and outline future research opportunities, such as the potential for HRM scholars to integrate an intersectionality lens into research along the employee lifecycle. We end with practical implications for HRM practitioners who wish to implement evidence-based insights from our review.

Scholars reviewing research exploring the association between human resource management (HRM) and outcomes have noted a frequent absence of any link between the espoused HRM theory and the HR practices used to measure it. They have called for better theory about HRM and a clear link between theory, associated HR practices and outcomes. This paper answers their call by outlining seven distinct theories about HRM and outcomes, each with specific goals, associated core HR practices and related outcomes. Combinations of core, standard and marginal practices constitute measurable HRM systems. Challenges, implications and recommendations for future research are discussed.

Most employees will experience at least one episode of caregiving during their working lives. While work is important for carers' identity and well-being, the increasing complexity of caregiving situations and the often unpredictable needs of care recipients means that working carers may need to informally adjust when, where and how they work. The manner in which this informal flexibility is enacted is not well understood. Using a qualitative research design, this paper provides an insight into employees' experiences of combining work and caregiving and gives voice to working carers and the daily struggles they face. Drawing on the literature on work-family conflict (WFC) theory, signalling theory and flexible working, our research highlights the importance of informal flexibility, and the mediating role of line managers and co-workers in providing access to this flexibility. We identify the enabling mechanisms, or explicit signals of support, through which carer-friendly informal flexibility is enacted, namely: reassurance and pre-emptive support; carer advocacy; and idiosyncratic deal-making (i-deals). We argue that when these enabling mechanisms are in place, WFC is alleviated and attachment to the workforce is facilitated. Where the enabling mechanisms are not accessible, WFC increases and attachment to the workforce is hindered.