Human Resource Management Journal最新文献

Relatively little is known about the role of diversity in counterproductive work behaviour (CWB). Drawing on social categorisation theory, we develop and investigate a model of professional diversity on interpersonal CWB through the mediating role of suspicion and examine the role of perceived status differences as an important moderator of this indirect effect. Data from a sample of 63 United States healthcare teams (study 1) and 190 working professionals (study 2) suggest that professional diversity is positively predictive of suspicion within teams and highlights the explanatory role of meta-stereotype negativity. Further, we find that suspicion may mediate the relationship between diversity and CWB, and that perceived status differences between professions moderate the impact of suspicion, and the indirect effect of diversity, on CWB. These results highlight the importance for human resource management leaders to understand the potentially dysfunctional impact of team diversity and the levers available to lessen these negative consequences.

We develop and advance a theoretical model which proposes the antecedents of selective cyber incivility may be distinct from the predictors of face-to-face (F2F) incivility. Specifically, our model proposes the physical separation of the perpetrator from the target and lack of sociocultural norms in written cyber communications enhances a perpetrator's sense of perceived informality and perceived distance from the target. Drawing from the attributional ambiguity theory, we further explicate the ways in which selective cyber incivility may be more detrimental to employee outcomes than selective F2F incivility. In doing so, we argue that feelings of distress and rumination are further exacerbated in the case of selective cyber incivility given that it has higher levels of situational and contextual ambiguity than F2F communications. Finally, we posit that targets may be able to draw from their psychological capital and social support to buffer the detrimental impact of incivility experiences on important work- and health-related outcomes. We present our conceptual model in the form of testable propositions to guide future research in this important domain.

Drawing from mindset theory, we predict that managers' fixed mindset about technological ability (FM-TA) will negatively influence the developmental support they provide to their employees and, in turn, their employees' engagement in digitalisation initiatives. Further, we predict that managers' FM-TA will have a disproportionate negative influence on female employees for whom negative stereotypes about technological ability exist. We test our hypotheses with two-wave field study data collected from 88 managers and 185 employees working in a Nordic banking institution. We find that managers' FM-TA relates negatively to their employees' experienced developmental support, and, in turn, their employees' efforts to approach new technology. Furthermore, our findings indicate that this negative, indirect relationship is more pronounced for female employees (estimate = −0.116, standard error [SE] = 0.052, p = 0.026) than male employees (estimate = −0.048, SE = 0.027, p = 0.071), although the interaction term (managers' FM-TA × employee gender) was not significant at the 95 percent confidence level (estimate = −0.266, SE = 0.0141, p = 0.058). Our study provides greater insight into the human resource management issues managers might have fostering employee engagement and inclusion in the digitalised workplace.

This article places ambiguity at the centre of Human Resource Management theory and practice of organizational culture and advances a multi-dimensional framework that makes productive use of tensions between cultural integration and differentiation. Providing an illustrative analysis of Greenland Police, we identify a clash between a strong integrational pull and a similarly powerful differentiating force, involving an integrated occupational culture and differentiated national sub-cultures. This clash, we show, becomes productive when organizational members articulate and enact ambiguous identities. Emphasising the contextuality of organizational culture, we do not believe the empirical findings to be generalisable, but, instead, offer the analytical framework for studying multi-dimensional organizational culture as our main contribution. Conceptually, we emphasise how ambiguity is articulated in and between integration and differentiation, thus enhancing the relationality of the dimensions. The practical aim is to set ambiguous dynamics in motion that enable productive relations between different cultural dimensions.

Democratic management (DM) is an important set of statutory employee participation institutions that goes beyond trade unions in Chinese workplaces; however, its effects on pay and performance are unstudied. Using data from the China Employer–Employee Matched Survey, this study examines how DM is associated with pay and performance levels in China. The study finds that DM is positively associated with workers' hourly wages, fringe benefits, and firms' labour productivity on average, suggesting that it is not merely ‘window-dressing’ as perceived by conventional wisdom. This study also reveals that workplace transparency mediates the relationship between DM and employees' earnings, while the industrial relations climate mediates the relationship between DM and firms' productivity.

Conceptualisation of voice in the majority world (developing and emerging economies) should avoid simply using the lens of the minority world (advanced economies). Yet, both can benefit from taking a multidisciplinary approach. Marchington was one of the early pioneers of multidisciplinary work on voice in advanced economies. While being fundamentally an industrial relations (IR) scholar who was alert to the influence of power and context, he took a pluralist approach in applying IR ideas to Human Resource Management, exploring empirically why and how workers use voice. This paper is inspired by Marchington's multidisciplinary approach but considers voice within different institutional contexts. Our key research question is, ‘How can majority world conceptions of employee voice enrich our understanding of what voice is for, its outcomes and whom it serves?’ Through interrogating how different intellectual traditions have underpinned work in the majority world (exemplified by South Africa and China) we highlight the need for further theoretical development of the concept of lateral voice and argue that voice should be more closely linked to forms of resistance. Our concluding section uses this analysis to start the re-imagining of voice in minority and majority world contexts.

This study investigates whether higher percentages of female directors contribute to firm performance after merger and acquisition activity (M&A). Resource dependence and human capital theories are used to develop the hypothesis that gender-diverse boards are of particular benefit in an M&A setting that requires complex decision-making and close monitoring. Using a sample of 56 Singaporean acquirers and 126 Australian acquirers with single M&A events to avoid confounding and a timeframe of 5 years before and after a single M&A between 2005 and 2012, the percentage of female directors is associated with better firm performance in the years after the M&A. Our results remain robust to alternative proxies for female directors. Using data from two countries with comparable mature capital markets and jurisdictional conditions, the results provide evidence to contribute to the debate on gender targets for boards.

Anchored in emerging theoretical insights regarding sustainable human resource management, with a focus on pursuing socially responsible HR, we propose that enhancing employees' career satisfaction in public sector organisations constitutes a unique opportunity for public sector organisations to improve their internal social responsibility, focussing on employees as key stakeholders. In this context, this study provides original evidence regarding an original framework for examining the determinants and outcomes of employees' career satisfaction in the US federal agencies, with implications for the internal social responsibility of public sector organisations, which is a dimension of sustainable HR. We use a longitudinal study design involving a sample of permanent, full-time civilian federal employees from two surveys conducted by the US Merit Systems Protection Board. We suggest key factors that affect public sector employees' career satisfaction and aspirations. These key factors may be useful for public sector organisations that wish to design more sustainable and socially responsible HRM centred around the career satisfaction of their internal stakeholders.

This article focuses on frontline managers (FLM) who, until recently, have been neglected as key actors in the implementation of human resource management policies and subsequent employee performance outcomes. This research finds that FLMs are not a homogenous entity who act as robotic conformists, but rather evolve and become important agents shaping organisational performance outcomes and worker effort. The article extends social exchange theory to present a ‘zone of reciprocity’ that refines understanding of the causal chain between different FLM styles, HR policy and employee performance outcomes of organisational citizenship behaviour and commitment. The data are survey responses from 613 employees who all work and report to specific FLM in a single medical device multi-divisional organisation. The article offers new theory development as well as implications for practitioners interested in FLM and the HR performance causal chain.

This paper is among the first to fuse Social Exchange Theory (SET) with Boundary Theory (BT) to expand the knowledge of HR scholars and practitioners on the repercussions of macroturbulence for the management and experience of work. In-depth interviews were conducted with 102 academics from UK universities to examine the nexus between COVID-19 and changes to work at meso and micro levels. The findings extend SET and BT by elucidating how complex internal and external social exchange relationships interact more intensely and provoke tensions with a wider array of work-life boundaries during a profound global crisis. Based on these findings, we advance a new analytical framework which provides a deeper and more integrated theorisation of the interrelationship between macroturbulence and changing work-life boundaries. Moreover, we identify implications for practice, which have widespread and ongoing significance given that different types of macro-level change will continue to disrupt working lives.