Pub Date : 2024-08-21DOI: 10.1177/10596011241274827
Miguel A. Mejicano Quintana, Linda Duxbury
Employee well-being is a matter of significant concern for both workers and organizations. While many organizations implement costly Stress Management Interventions (SMIs) to improve employee well-being, their efforts are limited by debates as to which SMIs (if any) are effective and how “effectiveness” should be evaluated. The lack of research identifying key predictors of awareness and use of different types of SMIs makes it difficult for researchers and practitioners to draw conclusions with respect to SMI efficacy. Our research addresses these gaps in our understanding by using a contextual effects perspective and a large ( n = 1627) sample of employees working in a diversity of jobs within a single organization to identify the key predictors of employee awareness and use of five available SMIs and explore the link between use of these five SMIs and perceived stress. The following conclusions are supported by the findings from this study: (1) the organizational perceived culture is a better predictor of SMI awareness than individual employee attributes or employee well-being, (2) the predictors of SMI awareness are different from those predicting use, (3) employees who would most benefit from access to SMIs are less aware of what organizational benefits are available, and (4) predictions of awareness, use, and efficacy vary depending on SMI type. Using both theory and the results from our research we propose a comprehensive framework that conceptualizes SMI efficacy as a process not an outcome.
{"title":"Not Aware or Don’t Dare! The Use and Efficacy of Employer-Sponsored Mental Wellbeing Programs","authors":"Miguel A. Mejicano Quintana, Linda Duxbury","doi":"10.1177/10596011241274827","DOIUrl":"https://doi.org/10.1177/10596011241274827","url":null,"abstract":"Employee well-being is a matter of significant concern for both workers and organizations. While many organizations implement costly Stress Management Interventions (SMIs) to improve employee well-being, their efforts are limited by debates as to which SMIs (if any) are effective and how “effectiveness” should be evaluated. The lack of research identifying key predictors of awareness and use of different types of SMIs makes it difficult for researchers and practitioners to draw conclusions with respect to SMI efficacy. Our research addresses these gaps in our understanding by using a contextual effects perspective and a large ( n = 1627) sample of employees working in a diversity of jobs within a single organization to identify the key predictors of employee awareness and use of five available SMIs and explore the link between use of these five SMIs and perceived stress. The following conclusions are supported by the findings from this study: (1) the organizational perceived culture is a better predictor of SMI awareness than individual employee attributes or employee well-being, (2) the predictors of SMI awareness are different from those predicting use, (3) employees who would most benefit from access to SMIs are less aware of what organizational benefits are available, and (4) predictions of awareness, use, and efficacy vary depending on SMI type. Using both theory and the results from our research we propose a comprehensive framework that conceptualizes SMI efficacy as a process not an outcome.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221242","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-19DOI: 10.1177/10596011241273377
Scott M. Soltis, Chris Sterling, Walter J. Ferrier, Stephen Borgatti
Owning to its focus on the competitive intensity between firms across both product and resource markets, the theory of factor-market competition (FMC) sparked interest among strategy scholars who study the drivers, processes, and outcomes related to inter-firm competition. Yet, despite some initial theoretical advancement, little progress has been made in this potentially important research stream. In this study, we empirically explore elements of relational rivalry between firms (explicit rivalry, capability to compete, and status similarity) drive the intensity of FMC. Using the market for high school recruits among National Collegiate Athletic Association (NCAA) football teams as our research setting, we show that these psycho-social aspects of relational rivalry (as well as some product-market based structural aspects) indeed drive FMC. Further analysis reveals that the nature of these relationships is contingent on another underexplored element of FMC: factor quality. As such, our study is an early test of the theory of FMC, a refinement of the theory to account for resource properties, and an extension beyond structural aspects into the role of relational rivalry on the intensity of FMC.
{"title":"College Football Recruiting: The Role of Relational Rivalry in Factor-Market Competition","authors":"Scott M. Soltis, Chris Sterling, Walter J. Ferrier, Stephen Borgatti","doi":"10.1177/10596011241273377","DOIUrl":"https://doi.org/10.1177/10596011241273377","url":null,"abstract":"Owning to its focus on the competitive intensity between firms across both product and resource markets, the theory of factor-market competition (FMC) sparked interest among strategy scholars who study the drivers, processes, and outcomes related to inter-firm competition. Yet, despite some initial theoretical advancement, little progress has been made in this potentially important research stream. In this study, we empirically explore elements of relational rivalry between firms (explicit rivalry, capability to compete, and status similarity) drive the intensity of FMC. Using the market for high school recruits among National Collegiate Athletic Association (NCAA) football teams as our research setting, we show that these psycho-social aspects of relational rivalry (as well as some product-market based structural aspects) indeed drive FMC. Further analysis reveals that the nature of these relationships is contingent on another underexplored element of FMC: factor quality. As such, our study is an early test of the theory of FMC, a refinement of the theory to account for resource properties, and an extension beyond structural aspects into the role of relational rivalry on the intensity of FMC.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-12DOI: 10.1177/10596011241273216
Charles E. Lance
If over-time data are used to model XàY causal relationships, the measurement (or “recording”) interval should match (or at least approximate) the actual causal (or “existence”) interval for X’s effect on Y. I discuss this issue in the context of causal cycles of events and give three examples involving hurricanes, job change and adoption and implementation of new technology. I conclude with some considerations and recommendations for matching measurement to causal intervals in over-time research.
如果使用超时空数据来模拟 XàY 因果关系，那么测量（或 "记录"）时间间隔应与 X 对 Y 的影响的实际因果（或 "存在"）时间间隔相匹配（或至少近似）。我将在事件因果周期的背景下讨论这个问题，并给出三个例子，分别涉及飓风、工作变动以及新技术的采用和实施。最后，我将就超时空研究中如何将测量与因果区间相匹配提出一些考虑和建议。
{"title":"Causal cycles, causal intervals, and measurement in over-time studies","authors":"Charles E. Lance","doi":"10.1177/10596011241273216","DOIUrl":"https://doi.org/10.1177/10596011241273216","url":null,"abstract":"If over-time data are used to model XàY causal relationships, the measurement (or “recording”) interval should match (or at least approximate) the actual causal (or “existence”) interval for X’s effect on Y. I discuss this issue in the context of causal cycles of events and give three examples involving hurricanes, job change and adoption and implementation of new technology. I conclude with some considerations and recommendations for matching measurement to causal intervals in over-time research.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142221267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/10596011241270003
Priti Pradhan Shah, Stephen L. Jones, Jin Park
Members of teams act as trustors, judging the trustworthiness of their teammates who are the trustees or targets of trust. Trustees who are less conscientious may be viewed as less trustworthy. But, we identify a team-based solution to engage less-conscientious teammates, which removes the adverse influence of low conscientiousness on perceived trustworthiness. Study 1 finds that team members have, on average, higher perceptions of their teammates’ trustworthiness when workload in the team is equitably shared and not imbalanced. Furthermore, it suggests that team workload sharing provides a way to ameliorate a lack of trust in low conscientious teammates. That is, team workload sharing moderates the link between trustee conscientiousness and perceived trustworthiness: in teams with high levels of workload sharing, less conscientious trustees are judged to be as trustworthy as their more conscientious peers. Study 2 replicates these findings and, unlike Study 1, it provides a clear main effect of trustee conscientiousness on perceived trustworthiness, and it reveals differences in the magnitude of the hypothesized effects at different periods of a team’s existence and for different dimensions of perceived trustworthiness. We conclude by suggesting strategies that can increase perceptions of trustworthiness within firms by using team processes that promote trustworthy behaviors.
{"title":"Building Trust in Teams: Engaging Less Conscientious Team Members through Team Workload-Sharing","authors":"Priti Pradhan Shah, Stephen L. Jones, Jin Park","doi":"10.1177/10596011241270003","DOIUrl":"https://doi.org/10.1177/10596011241270003","url":null,"abstract":"Members of teams act as trustors, judging the trustworthiness of their teammates who are the trustees or targets of trust. Trustees who are less conscientious may be viewed as less trustworthy. But, we identify a team-based solution to engage less-conscientious teammates, which removes the adverse influence of low conscientiousness on perceived trustworthiness. Study 1 finds that team members have, on average, higher perceptions of their teammates’ trustworthiness when workload in the team is equitably shared and not imbalanced. Furthermore, it suggests that team workload sharing provides a way to ameliorate a lack of trust in low conscientious teammates. That is, team workload sharing moderates the link between trustee conscientiousness and perceived trustworthiness: in teams with high levels of workload sharing, less conscientious trustees are judged to be as trustworthy as their more conscientious peers. Study 2 replicates these findings and, unlike Study 1, it provides a clear main effect of trustee conscientiousness on perceived trustworthiness, and it reveals differences in the magnitude of the hypothesized effects at different periods of a team’s existence and for different dimensions of perceived trustworthiness. We conclude by suggesting strategies that can increase perceptions of trustworthiness within firms by using team processes that promote trustworthy behaviors.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141881006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/10596011241267334
Anca M. Miron, Nyla R. Branscombe, Madison Malcore, Michael Tylor Losser, Danica Kulibert, Christopher L. Groves
When do male and female managers stop caring about workplace gender inequality and, instead, engage in actions that maintain the status quo? We examined the differences in male and female managers’ appraisals of workplace inequality and the role of power in their efforts to enact organizational justice. Specifically, we tested whether managers’ injustice standards are a function of their managerial power and gender and whether these standards mediate the effect of managerial power on managers’ organizational injustice appraisals and attitudes. An injustice standard is the amount of evidence needed to conclude that workplace gender wage inequality is unfair to female employees. Power was operationalized as economic advantage (i.e., having a higher salary than the salary of female workers; Studies 1 and 2) and as organizational charge (i.e., having managerial responsibilities; Study 2). Managers reported either their ingroup standards (evidentiary injustice thresholds they as members of their gender group set; Ingroup Focus condition) or outgroup standards (injustice thresholds they estimate members of the other gender group set, Study 1; or injustice thresholds they estimated disadvantaged women in the workplace set, Study 2; Outgroup Focus condition). In Study 1 ( N = 268) and Study 2 ( N = 389), injustice standards increase as a function of power for both male and female managers. Injustice standards mediated the effects of power on managers’ resistance to efforts to reduce workplace inequality, legitimizations of inequality, and attitudes toward workplace diversity policies. Different strategies for reducing workplace injustice are discussed.
{"title":"When do bosses stop caring about organizational justice? Managerial power and male versus female managers’ appraisals of workplace gender inequality","authors":"Anca M. Miron, Nyla R. Branscombe, Madison Malcore, Michael Tylor Losser, Danica Kulibert, Christopher L. Groves","doi":"10.1177/10596011241267334","DOIUrl":"https://doi.org/10.1177/10596011241267334","url":null,"abstract":"When do male and female managers stop caring about workplace gender inequality and, instead, engage in actions that maintain the status quo? We examined the differences in male and female managers’ appraisals of workplace inequality and the role of power in their efforts to enact organizational justice. Specifically, we tested whether managers’ injustice standards are a function of their managerial power and gender and whether these standards mediate the effect of managerial power on managers’ organizational injustice appraisals and attitudes. An injustice standard is the amount of evidence needed to conclude that workplace gender wage inequality is unfair to female employees. Power was operationalized as economic advantage (i.e., having a higher salary than the salary of female workers; Studies 1 and 2) and as organizational charge (i.e., having managerial responsibilities; Study 2). Managers reported either their ingroup standards (evidentiary injustice thresholds they as members of their gender group set; Ingroup Focus condition) or outgroup standards (injustice thresholds they estimate members of the other gender group set, Study 1; or injustice thresholds they estimated disadvantaged women in the workplace set, Study 2; Outgroup Focus condition). In Study 1 ( N = 268) and Study 2 ( N = 389), injustice standards increase as a function of power for both male and female managers. Injustice standards mediated the effects of power on managers’ resistance to efforts to reduce workplace inequality, legitimizations of inequality, and attitudes toward workplace diversity policies. Different strategies for reducing workplace injustice are discussed.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141881084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-26DOI: 10.1177/10596011241265153
Annemiek H. T. Van der Schaft, Omar N. Solinger, Woody Van Olffen, Riku Ruotsalainen, Xander Dennis Lub, Beatrice I. J. M. Van der Heijden
Successful organizational change requires substantial efforts from both the leaders and recipients of change. After a long tradition of focusing on change leaders, academics now increasingly focus on the role of change recipients. The current literature on recipients, however, offers mostly binary categorizations of their roles in change (e.g., supportive vs. unsupportive) obtained from questionnaires. Such an approach does not reveal how events can cause shifts in recipients’ role taking during a change initiative. Actors’ roles change and are changed by change events. We adopted an assisted sensemaking approach using a narrative methodology to study recipients’ various storylines by which they construct and reconstruct their own multiple roles throughout change. Eighty participants were asked to tell the retrospective story of their experience of, and role taking in, a top-down change initiative as if they were crafting chapters of a book. Analysis and classification of these individual stories yielded five underlying composite narratives, each representing typical shifts in perceived role taking by recipients during a change initiative. This study highlights and illustrates how recipients’ role taking is a complex, adaptive, and social process.
{"title":"The role taking dynamics of change recipients: A narrative analysis","authors":"Annemiek H. T. Van der Schaft, Omar N. Solinger, Woody Van Olffen, Riku Ruotsalainen, Xander Dennis Lub, Beatrice I. J. M. Van der Heijden","doi":"10.1177/10596011241265153","DOIUrl":"https://doi.org/10.1177/10596011241265153","url":null,"abstract":"Successful organizational change requires substantial efforts from both the leaders and recipients of change. After a long tradition of focusing on change leaders, academics now increasingly focus on the role of change recipients. The current literature on recipients, however, offers mostly binary categorizations of their roles in change (e.g., supportive vs. unsupportive) obtained from questionnaires. Such an approach does not reveal how events can cause shifts in recipients’ role taking during a change initiative. Actors’ roles change and are changed by change events. We adopted an assisted sensemaking approach using a narrative methodology to study recipients’ various storylines by which they construct and reconstruct their own multiple roles throughout change. Eighty participants were asked to tell the retrospective story of their experience of, and role taking in, a top-down change initiative as if they were crafting chapters of a book. Analysis and classification of these individual stories yielded five underlying composite narratives, each representing typical shifts in perceived role taking by recipients during a change initiative. This study highlights and illustrates how recipients’ role taking is a complex, adaptive, and social process.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141783379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-01DOI: 10.1177/10596011241255982
Yan Liu, Qian Huang, Lei Ren
Amoral management is a leading style manifested as ethical silence towards subordinates within enterprises, yet research has paid scant attention to its influence on employees’ work performance. Based on the social information processing theory, this study explores the double-edged sword effect of amoral management on subordinate work performance in the context of an organizational pay for performance system. The examination of 330 sets of supervisor-subordinate matching data from a two-stage questionnaire shows that amid a high pay for performance system, amoral management promotes subordinate task performance through the mediator of mental preoccupation with work and that amoral management promotes subordinate unethical behavior through the mediator of self-interest cognition. This study thus rectifies the dearth of research on amoral management while furnishing valuable guidance for ethical practices within organizations.
{"title":"Amoral Management as a Double-Edged Sword: How May it Shape Subordinate Work Performance?","authors":"Yan Liu, Qian Huang, Lei Ren","doi":"10.1177/10596011241255982","DOIUrl":"https://doi.org/10.1177/10596011241255982","url":null,"abstract":"Amoral management is a leading style manifested as ethical silence towards subordinates within enterprises, yet research has paid scant attention to its influence on employees’ work performance. Based on the social information processing theory, this study explores the double-edged sword effect of amoral management on subordinate work performance in the context of an organizational pay for performance system. The examination of 330 sets of supervisor-subordinate matching data from a two-stage questionnaire shows that amid a high pay for performance system, amoral management promotes subordinate task performance through the mediator of mental preoccupation with work and that amoral management promotes subordinate unethical behavior through the mediator of self-interest cognition. This study thus rectifies the dearth of research on amoral management while furnishing valuable guidance for ethical practices within organizations.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141189535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-01DOI: 10.1177/10596011241258669
Alecia M. Santuzzi, Robert T. Keating, Jesus J. Martinez
Organizations collect disability-related information from employees to meet legislative requirements, foster inclusion, and respond to employee needs. However, there are likely more employees with disabilities than those who disclose at work. We tested whether altering the response option language on a disclosure form would increase disability disclosures, and whether increases differed by disability type and visibility. Employed adults were asked to identify as having a “disability,” “qualifying impairment,” “qualifying condition,” or “qualifying disability.” Results showed more disclosures when reporting a “qualifying condition” compared to a “disability,” especially among employees with a psychological or invisible disability. The manipulation of a single term on the disclosure form can increase reporting of disabilities, providing an evidence-based step to support inclusive organizational practices.
{"title":"The Impact of Response Options On Formal Disclosure Rates for Disabilities in Organizations","authors":"Alecia M. Santuzzi, Robert T. Keating, Jesus J. Martinez","doi":"10.1177/10596011241258669","DOIUrl":"https://doi.org/10.1177/10596011241258669","url":null,"abstract":"Organizations collect disability-related information from employees to meet legislative requirements, foster inclusion, and respond to employee needs. However, there are likely more employees with disabilities than those who disclose at work. We tested whether altering the response option language on a disclosure form would increase disability disclosures, and whether increases differed by disability type and visibility. Employed adults were asked to identify as having a “disability,” “qualifying impairment,” “qualifying condition,” or “qualifying disability.” Results showed more disclosures when reporting a “qualifying condition” compared to a “disability,” especially among employees with a psychological or invisible disability. The manipulation of a single term on the disclosure form can increase reporting of disabilities, providing an evidence-based step to support inclusive organizational practices.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141189749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-01DOI: 10.1177/10596011241258314
Andrea Bazzoli
{"title":"Magic Number .95? Or was it .08? A Refresher on SEM Approximate Fit Indices Thresholds for Applied Psychologists and Management Scholars","authors":"Andrea Bazzoli","doi":"10.1177/10596011241258314","DOIUrl":"https://doi.org/10.1177/10596011241258314","url":null,"abstract":"","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141189748","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-13DOI: 10.1177/10596011241253885
Lyonel Laulié, Ignacio Pavez
A core aspect of Sustainable Human Resource Management (S-HRM) has been its focus on developing high-quality employment relationships. This endeavor, however, has become increasingly complex, because the employee-employer relationship has undergone a profound transformation in recent years. This problem is further exacerbated by inherent tensions that surface when organizations aim to develop high-quality employment relationships in concert with sustainability-related goals. In this article, we intend to align theory and practice toward a more sustainable HRM by explaining how the psychological contract (PC) literature can provide new insights and perspectives to understand these tensions. We begin by delving into the nature and drivers of these sustainability-related tensions that arise when organizations strive to develop high-quality employment relationships. Next, we recount previous PC research that can inform the S-HRM literature to better understand how those tensions unfold. Finally, we identify concrete avenues for future research and discuss why integrating the PC and S-HRM literature could be an important path to expand our understanding of how to create more sustainable employment relationships.
可持续人力资源管理（S-HRM）的一个核心内容是注重发展高质量的雇佣关系。然而，由于近年来雇员与雇主的关系发生了深刻变化，这项工作变得日益复杂。当组织致力于发展与可持续发展相关目标相一致的高质量雇佣关系时，内在的紧张关系会进一步加剧这一问题。在本文中，我们打算通过解释心理契约（PC）文献如何为理解这些紧张关系提供新的见解和视角，从而将理论与实践结合起来，实现更可持续的人力资源管理。首先，我们将深入探讨这些与可持续发展相关的紧张关系的性质和驱动因素，当组织努力发展高质量的雇佣关系时，这些紧张关系就会出现。接下来，我们回顾了之前的 PC 研究，这些研究可以为 S-HRM 文献提供参考，从而更好地理解这些紧张关系是如何形成的。最后，我们确定了未来研究的具体途径，并讨论了为什么将个人成长研究和 S-HRM 文献结合起来会成为拓展我们对如何创建更具可持续性的雇佣关系的理解的重要途径。
{"title":"Sustainable Human Resources Management and Psychological Contracts: Exploring Theoretical Anchors to Solve Relational Tensions in Employment Relationships","authors":"Lyonel Laulié, Ignacio Pavez","doi":"10.1177/10596011241253885","DOIUrl":"https://doi.org/10.1177/10596011241253885","url":null,"abstract":"A core aspect of Sustainable Human Resource Management (S-HRM) has been its focus on developing high-quality employment relationships. This endeavor, however, has become increasingly complex, because the employee-employer relationship has undergone a profound transformation in recent years. This problem is further exacerbated by inherent tensions that surface when organizations aim to develop high-quality employment relationships in concert with sustainability-related goals. In this article, we intend to align theory and practice toward a more sustainable HRM by explaining how the psychological contract (PC) literature can provide new insights and perspectives to understand these tensions. We begin by delving into the nature and drivers of these sustainability-related tensions that arise when organizations strive to develop high-quality employment relationships. Next, we recount previous PC research that can inform the S-HRM literature to better understand how those tensions unfold. Finally, we identify concrete avenues for future research and discuss why integrating the PC and S-HRM literature could be an important path to expand our understanding of how to create more sustainable employment relationships.","PeriodicalId":48143,"journal":{"name":"Group & Organization Management","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140938228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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