Human Resource Management Journal最新文献

Advancing, both conceptually and practically, the equality, diversity, and inclusion (EDI) agenda, which is notoriously difficult to implement, this paper addresses the under-researched area of global diversity management (GDM) in multinational companies (MNCs). Drawing on Harrison and Klein's (2007) conceptualisations of diversity (separation, variety, and disparity) and two core concepts (fluidity and reciprocity) that reflect recent developments in the EDI literature, we propose a two-step framework for implementing the EDI agenda through GDM. We argue that to achieve inclusion, we first need to think differently about diversity and differences (i.e., view diversity in a positive light and recognise and appreciate differences as fluid), in order to act differently (i.e., promote reciprocal effort to leverage diversity). We illustrate our framework with the specific case of linguistic diversity, a diversity dimension that is particularly salient, but also often neglected in MNCs, and discuss the implications of the proposed framework for EDI theory as well as human resource management policies and practice.

Talent management (TM) continues to attract considerable attention from both practitioners and academics. Existing research investigating employee reactions to being awarded talent status has not elucidated the processual nature of such reactions. This study extends TM research by providing a nuanced understanding of how employees react to talent designation over time and why. Specifically, it distinguishes between short- and long-term reactions and uses the lenses of psychological contract (PC) theory and social identity theory (SIT) to unpack mechanisms underlying immediate positive, and delayed negative, employee reactions to talent designation. Results from qualitative analysis of interviews with talents in three organizations show how—as time elapsed and no identity-relevant events occurred—perceptions of “talent emptiness” and “indeterminacy” developed. The study unfolds the complex interaction between SIT and PC (including breach and violation) to explain talents’ evolving reactions over time. As such, it contributes to TM literature by providing a nuanced understanding of the processes underlying employee reactions in exchanges involving socioemotional resources.

There is a huge volume of evidence about what is clinically effective and efficient, but this is slow to translate into frontline practice. To address the problem, we need to support clinical academics and practitioners to co-produce research and service improvement; necessitating HRM intervention. Our case study shows common purpose in mode 2 research across clinical academics and practitioners can be attained by focussing upon their professional identity, within which their status and jurisdictional autonomy are key dimensions. Our study shows how development workshops, through which control is ceded by managers to clinical academics and practitioners, are used to co-design HRM interventions to support mode 2 research. Relevant HRM interventions are first, performance management that is non-intrusive and aligns with criteria clinical academics and practitioners value. Second, job design that allows autonomy and status enhancement for clinical academics and practitioners engaging in mode 2 research.

High involvement work systems (HIWS) have been found to be improve employee well-being. The underlying processes through which HIWS influence employee well-being and the conditions under which these practices work are not fully understood. This study draws on job demands-resources theory to address this gap by theorising two novel mediators, that is, work pressure and bonding social capital, to explain how HIWS influence emotional exhaustion. We further proposed that engaging leadership as a proxy of line manager implementation of HIWS would strengthen these relationships. An integrated model is presented on how, why, and when HIWS influence employee well-being. Using data collected from 97 employees in a pharmaceutical company via a general survey and then a diary survey for 5 working days, this study found that HIWS alleviated day-level emotional exhaustion through their experience of higher day-level bonding social capital and lower day-level work pressure and these relationships were stronger under high level of engaging leadership.

The international human resource management (IHRM) field naturally lends itself to spotlighting the importance of internal and external organizational contexts to help understand how to manage employees in organizations effectively. However, we argue that the range of opportunities that the field creates to understand this context has not yet been fully embraced by IHRM scholars. To address this gap, this special issue explores: (a) the variety of approaches to theorizing how contexts promote or constrain organizational practice; and (b) relevant methodologies that might allow us to unearth novel context-dependent theory in international HRM. We propose a distinction between variable-oriented theorizing (that explains the effects of internal and external contexts on the phenomena under study) and context-dependent theorizing (that requires researchers become intimately familiar with the setting under study to understand context as a shaper of meaning). This editorial also highlights how the articles in the special issue contribute to stimulating further context-dependent IHRM research.

The current study examines researcher–practitioner collaborations in the context of employee activism, a context in which the role of reflexivity and theorisation relate in unique ways. Specifically, we examine the collaboration between researchers and a practitioner sustainability manager, in the context of an ongoing organisational sustainability campaign at a French business school. Within the context of an ethnographic, participant observer study, we examine how the roles of “theory” and “practice” are distributed in dynamic ways, and how, across the study, roles are challenged and inverted, oscillating in dialectical moments which we term “praxis encounters”. We contribute to growing debates around academic–practitioner collaborations by showing how the roles of researchers and practitioners evolve dialectically over the course of a project, how employee activism may be studied using collaborative approaches, and how human resource managers may support employee activism. We call for future research about the variety of such dynamics across diverse contexts.

Drawing on social information processing theory, this study examines the pathway by which socially responsible human resource management (SRHRM), which links HR management practices to the corporate social responsibility activities of firms, affects job performance. Two-wave multi-source data supports the indirect effect of SRHRM on employee job performance through perceived external prestige and organizational identification. In addition, various types of employee HR attributions (i.e., employee well-being, employee exploitation, and industry HR attribution) significantly moderates the relationship between SRHRM and perceived external prestige in different ways. These findings expand our understanding of the relationship between SRHRM and employee job performance and the role of employee HR attributions in complementing or supplementing such relationships.

Although organisational resilience is crucial to small and medium-sized enterprises (SMEs) in turbulent business environments, research has yet to establish whether and how human resource management (HRM) systems can help build an SME's organisational resilience to influence firm performance. Drawing on the perspective of HRM as an internal capability builder and human capital resource theory, we develop a model that depicts how high-performance work systems (HPWSs) build organisational resilience capabilities in the forms of bounce-back and bounce-forward resilience, leading to firm performance. We test our model using data from 1140 participants (including top management team members, middle-level managers, and entry-level employees) from 177 Nigerian SMEs. The structural equation modelling results show that HPWSs contribute to bounce-back resilience via human capital value but to bounce-forward resilience via both human capital value and heterogeneity. We also find that bounce-forward resilience is related to firm performance but bounce-back resilience is not.

Literature on academic-stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team-based creativity KSAs and is sustained through a learning mindset. We develop insights about theories-in-use, HRM theory development, and the micro processes involved in an academic-stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic-stakeholder collaboration.

Presenteeism behaviour (working while one is ill or experiencing cognitive or emotional difficulties) and the consequent productivity loss are attracting growing attention. Without proper support, employees who are under stress or ill are prone to presenteeism, which incurs invisible burdens on organizations. In this study, we focussed on productivity loss due to presenteeism (PRE) among the ageing workforce, because this group may be more vulnerable to productivity loss due to age-related deteriorating cognitive functions and physical abilities. We established a longitudinal latent difference score model over a two-wave period so we could examine whether and how the work–nonwork interface mediates the effects of work support and workplace discrimination (DIS) on PRE. The results showed that the work–nonwork interface fully mediated the positive influence of DIS on PRE as well as the negative influence of supervisor support.