Human Resource Management Journal最新文献

Existing research examines the impact of human resource (HR) practices on employee wellbeing by considering each practice in isolation or multiple practices as a bundle, focusing on linear associations. Drawing on the too-much-of-a-good-thing (TMGT) meta-theory, we examine possible nonlinear effects of Ability-Motivation-Opportunity (AMO) sub-bundles on job satisfaction and job stress. We, also, examine boundary conditions on whether and how the nature of the identified curvilinear associations varies across employees in high-, medium-, and low-skilled occupations. Using data from the Workplace Employment Relations Study (WERS2011), we uncover an inverse U-shaped association between motivation-enhancing (ME) practices and job satisfaction and a U-shaped association between opportunity-enhancing (OE) practices and job stress. No evidence of a curvilinear ability-enhancing (AE) practices-wellbeing association emerges. Additionally, occupational differences in skills levels moderate the curvilinear ME practices-stress association. Likewise, occupational skills differences moderate the associations between OE practices and job satisfaction, and work stress. There is no suggestion that occupational differences moderate the AE practices-wellbeing association. These findings underline the contingent nature of the TMGT effect and call for a more nuanced investigation of the HR-wellbeing association.

Employers want to avoid fluctuation, especially when qualified personnel is involved. This raises the question of whether promoting employees into leadership positions with supervisory responsibility helps to retain them. Based on social exchange theory, this article predicts that in the short run, employees have lower turnover intentions due to reciprocal feelings. In the long run, following human capital theory, supervisory responsibility increases an employee's turnover intentions due to the general skills acquired in the leadership position. This article argues that human resource management (HRM) practices that enhance an individual's internal career development counteract this long-term turnover-increasing effect by offering employees internal advancement opportunities. This study empirically tests these predictions using German linked employer-employee data. The results support the predicted short-term turnover-reducing and the long-term turnover-increasing effect of supervisory responsibility. The results also reveal that for long-term supervisors appraisal interviews and development plans, two examples of HRM practices, counteract the effect by reducing an employee's intention to quit.

While there has been an increase of women in the workplace, why do they remain underrepresented at the senior level, even in women-dominated occupations such as Human Resources (HRs)? This article examines gendered wording in UK HR job adverts and the extent to which job adverts are a gendered practice contributing to women's underrepresentation in senior roles—even within a women-dominated profession. We analysed 158 HR job adverts to identify the use of gendered language, traits and behaviours, equality, diversity, and inclusivity (EDI), and flexible working practices. Findings show that as the salary or title seniority increases, the proportion of masculine words in the job adverts increases, the prevalence of EDI statements, and flexible working practices decreases. We theorise how job adverts are a hidden gendered barrier to women's progress in HR, contributing to the (re)production of patriarchy, the masculine discourse of leadership and a negative cycle sustaining hierarchical segregation where men dominate in senior roles. HR is not leading by example in reducing systemic inequality practices and is complicit in reinforcing gender stereotypes.

This study aims to shed light on the dual impact of appraisals of pandemic-induced job stressors on employee knowledge sharing and hiding behaviors. Drawing on the transactional attribution model, we hypothesize that employee perceptions of supervisor compassionate and self-serving behavior would positively mediate the impact of employee challenge and hindrance appraisals of pandemic-induced job stressors on employee knowledge sharing and knowledge hiding, respectively. Moreover, stressor appraisals are expected to interact with employee attributions of supervisor compassionate and self-serving motives in shaping perceptions of supervisor compassionate and self-serving behavior, respectively. To test our hypotheses, we conducted two independent studies—a three-wave full longitudinal study with 230 employees from UK and U.S. firms during the first COVID-19 outbreak and a randomized scenario-based experiment with 210 U.S. employees. Cross-lagged structural equation analyses, analyses of variance, and path analyses fully supported our predictions, thus providing a nuanced understanding of the role of perceived supervisor behavior and attributions of supervisor motives in accounting for the differential effects of employee appraisals of pandemic-induced job stressors on knowledge behaviors.

The exploding employee demands on mental health services and the under-utilised employee assistance programmes (EAPs) stand in stark contrast. Despite widespread coverage and awareness of EAPs, their low utilisation rates have marginalised them in organisations' human resource strategies. This study explores why employees are resistant to using EAPs from the perspective of dynamic contention, drawing on insights from labour process theory. Through a critical review of the literature, it yields a picture of neither perfect managerial control nor condition-altering resistance in EAPs. In addition, despite their potential to mediate between labour and management, EAPs often align too closely with management, fail to provide avenues for employee input, and struggle to adapt to changing work dynamics. The study concludes with suggestions for effectively leveraging EAPs' constructive broker role to strategically bridge labour and management and address their under-utilisation and marginalisation.

Recently, scholars in strategic human resource management have attended to internal dynamics that give rise to variability within organizations. Given that workplace politics is an inherent and inevitable part of organizational life, this study investigates the interplay of organizational politics (OP) and an individual's political skill (PS) in shaping the relationship between high-performance work systems (HPWS) and employees' performance behaviors. Utilizing multilevel, multisource data collected in two phases from 187 employees nested within 47 workgroups, we explore cross-level three-way interaction effects involving group-level HPWS, OP, and individual-level PS on task performance and organizational citizenship behaviors. The results reveal that the positive impact of HPWS is more pronounced among individuals with strong PS when OP is low. Conversely, in high OP environments, the HPWS–performance relationship becomes negative for those with poor PS, while individuals with strong PS continue to exhibit positive outcomes. These findings contribute to a deeper understanding of the intricate and nuanced nature of the HPWS–performance relationship.

Social capital plays a critical role in newcomer adjustment. However, research is lacking regarding the effective mobilization of social capital, in terms of how different information network characteristics jointly influence newcomer adjustment. Drawing on the literature on social networks and newcomer adjustment, we distinguish two crucial processes of newcomer adjustment, namely assimilation and learning, and propose that the extent to which newcomers' number of information ties influences the assimilation and learning processes depends on the frequency of social interactions (i.e., tie strength) and the status of network contacts (i.e., network status). To test our hypotheses, four waves of data were collected from a sample of 178 organizational newcomers. The results suggest that when network status is low, mobilizing a large information network reduces newcomers' organizational identification (an assimilation indicator), which in turn reduces their job satisfaction. Conversely, mobilizing a large information network with weak ties enhances newcomers' role clarity (a learning indicator) and in turn boosts their task performance. Overall, this study highlights the importance of considering tie strength and network status together with the number of information ties in efforts to facilitate newcomer adjustment.

Drawing upon social identification theory and stakeholder theory, the current study examines the contextual effect of job insecurity on the indirect relationship between general corporate social responsibility facilitation-human resource management (HRM) and employee job engagement through the mediation of organizational pride. Our analysis of a two-wave dataset with a sample of 255 full-time employees in the banking sector reveals that job insecurity negatively moderates the impact of general CSR-facilitation HRM on organizational pride, which in turn is positively related to employee job engagement. This study advances the socially responsible HRM literature by providing insights into the underlying mechanisms and the contextual conditions under which general CSR-facilitation HRM influences employee workplace outcomes in the presence of conflicting interests among stakeholders.

Corporate layoffs are a globally prolific organisational activity, but little is known about how industry-level employment loss or gain impacts firm-level layoff implementation. Grounded in institutional theory, this study posits that firms in industries experiencing employment decline align with a cost-containment approach, while firms in industries experiencing employment growth focus on social exchange theory when executing employee layoffs. Analysis of 573 mass layoffs from March 2013 to May 2019 compared downsizing scope (layoff severity and frequency), explanations, alternatives, advance notice, and firm characteristics (unionisation and firm size) in employment gain versus loss industries. The findings indicate that meaningful differences exist. Firms operating in employment loss industries implement layoffs focused on cost-containment, including less severe layoffs, less extensive but more demand-decline focused explanations, and use more cost-reduction layoff alternatives, when compared to layoffs in employment gaining industries. Firms operating in industries experiencing growth execute layoffs in a manner that maintains the social exchange expectations between employee-employer. In addition, firms in declining industries are more likely to be unionised and larger than firms in growing industries. This research helps reconcile divergent layoff perspectives by considering how variations in external factors impact corporate layoffs.

Being on a career plateau is widely regarded as an undesirable career experience characterised by a lack of individual proactivity, ability, or opportunity for promotion. In this paper, we present an alternative view arguing that some employees may choose to plateau their careers and deliberately forego opportunities for hierarchical progression. Drawing on in-depth interviews with 75 law enforcement officers in the US and Australia, we explore why they declined a promotion opportunity or elected not to apply for promotion. Drawing on social cognitive career theory, we develop a provisional taxonomy characterised by individual proactivity: self-initiated and self-resigned career plateaus. Specifically, we report how the decision to remain on either of these career plateaus is informed by either the low valence accorded to a promoted position or, paradoxically, the reduced self-efficacy in navigating what is viewed as a flawed promotion system.