Human Resource Management Review最新文献

In this meta-analysis, we assess the performance benefits of team reflexivity. Drawing on the teams-as-information-processors perspective, we provide evidence that team reflexivity facilitates team performance, yet we also find that these benefits depend on key team design contingencies, namely team size and team tenure. In addition, we examine how team leaders can make their team more reflexive. Our study shows that leaders who support team members' active participation in group discussion and decision-making set the stage for greater reflexivity and then greater performance by fostering the emergence of team psychological safety. We also provide a comprehensive review of the research on team reflexivity by examining the strength of relationships in its nomological network. Overall, this meta-analysis challenges certain assumptions about reflexivity and opens new avenues for research to further understand its role in the effectiveness of teams.

Despite the importance of employee work motivation in organizations, little is known about how newcomers develop high-quality motivation to function optimally at work. We propose internalization — a process whereby newcomers take in external information and values learned during the socialization period to become their own — as a key process that is critical for developing said motivation. Drawing on self-determination theory, this article introduces a model of socialization that proposes the need satisfaction of competence, relatedness, and autonomy as important proximal outcomes for internalization and successful socialization. We discuss theoretical and practical implications for facilitating a motivated and proactive workforce critical for today's dynamic organizational landscape.

This paper integrates Event System Theory (EST) with person-organization (PO) fit literature to explore how impactful events can alter the congruence between an employee's values, aspirations, and attitudes and those of their employer. It proposes that event characteristics (novelty, disruption, and criticality) and boundary conditions (event valence, employee adaptability, and pre-existing PO fit) jointly influence PO fit perceptions in additive, inuring, or exacerbating ways. By examining the dynamic nature of PO fit through an EST lens, this research addresses gaps in the existing literature and offers a novel perspective on the factors that shape employee-organization alignment. The propositions advanced in this paper provide a foundation for future empirical research and offer valuable insights for both theory development and practical applications in OB and HRM. The paper concludes by outlining future research directions to further investigate the dimensions and impacts of events on PO fit.

Employee turnover brings lots of negative effects on organizations. Researchers have investigated why employees quit their jobs and found job performance to be an important predictor. Previous studies have proposed potential mediators of the performance-turnover relationship from job attitudes, job alternatives, and job embeddedness perspectives. Nevertheless, they have failed to provide sufficient empirical support for these three paths and which of these three mediating mechanisms matters most. To address these questions, we used meta-analytic structural equation modeling (MASEM) to examine these three mediating mechanisms between job performance and voluntary turnover. Drawing on 299 independent samples (N = 524,740), we found that job performance had a negative impact on employee voluntary turnover through desirability of movement and turnover intention, through job embeddedness and turnover intention, and a positive impact through ease of movement and turnover intention. Among these three paths, desirability of movement had the strongest mediating effect, followed by job embeddedness and ease of movement. Theoretical and practical implications as well as future directions were discussed.

Personal finances are a growing concern for individuals, organizations, and policymakers. However, the academic literature has yet to agree on assessing this problem and its consequences in the workplace. Following a systematic review protocol, 136 empirical studies published in the last twenty years in distinct fields were analyzed, providing an integrated report on workplace outcomes of employees' financial stress. The results show that financial stress interferes in the workplace by lowering employee health, commitment, and performance and increasing work-family conflict and deviant behaviors. Despite using various expressions related to financial stress, the research concentrates on a few constructs, which present misalignments between definition and measurement. This underscores the need for more high-quality research on employees' financial stress in organizational settings. We have also proposed a typology of constructs, inviting further study and discussion in this vital area. If not adequately handled, the aggregated impact of financial stress may lower employee productivity, burden personnel management, and harm business effectiveness.

Bias and discrimination in organizations remain persistent challenges despite significant efforts and investments to address them. We systematically reviewed all experimental papers (N = 116, k = 159) between 2000 and 2022 on interventions addressing bias and discrimination in organizations due to age, disability, ethnicity, and sexuality. We find that interventions involving structuring communication documents, procedures, or interactions are effective for addressing bias and discrimination against disabled, ethnic, and sexual minorities. Interventions that build similarities between minorities and majorities are effective for age and disabled minorities. Interventions that provide additional information about minorities or raise awareness about biases are effective for age minorities. Exposure interventions that create experiences interacting with minorities and their realities are effective for age, ethnic, and sexual minorities. Based on our findings, we develop a conceptual framework and present a future research agenda that revolves around the effectiveness of interventions.

Multiple job holding (MJH) or holding more than one job along with a primary job, though not a new phenomenon, has witnessed renewed interest due to recent trends within the changing career systems. Studies on MJH, so far, have (over)emphasized the individual motivations to hold multiple jobs while largely understating the role of contextual influences including the institutional settings, legal regulations, economic cycles, technological changes, and organizational contracts. The present study, employing the career ecosystem theoretical lens, systematically reviews and identifies the range of factors operating at the individual, occupational, organizational, and environmental levels influencing MJH. Further, the top-down and bottom-up influences on MJH across these various levels are delineated. By embedding the individual multiple job holders within the wider ecosystem of interrelated stakeholders, the study highlights the complex interplay of factors influencing MJH. Implications for practice and suggestions for future research around multi-level antecedents of MJH are discussed.

In this meta-analysis, we examine the relationship between fear and the three facets of work performance, namely task performance, organizational citizenship behavior (OCB), and counterproductive work behavior (CWB). We integrated the disparate literature by establishing a unifying theoretical framework informed by the resource-based perspective. Results showed that fear is negatively related to task performance and OCB, and positively related to CWB. In addition, the negative relationship between fear and OCB is stronger for OCBs directed toward the organization (OCB-O) than OCBs directed toward individuals (OCB-I). The positive relationship between fear and CWB is stronger in male dominated samples and countries with high religiosity. Furthermore, stress mediated the effects of fear on task performance, OCB, and CWB. We note the theoretical and practical implications in light of the study findings, and discuss study limitations and future research needs.

Bystander intervention has attracted recent attention as a promising avenue to improve workplace inclusion. However, despite substantial human resource management investment and increasing research interest in workplace bystander intervention, there has been no evidence synthesising the link between bystander action and consequences for the parties involved. This interdisciplinary scoping review (85 articles) addresses this gap by reviewing and categorising types of bystander actions in the workplace in response to different problematic incidents, highlighting the consequences of those actions for targets, perpetrators and bystanders, and illustrating the theoretical underpinning of extant literature. The findings indicate that consequences of bystander actions, particularly those related to inclusion, are not widely measured or understood. Positive consequences for targets are evident, however few positive consequences are described for bystanders and outcomes for perpetrators remain unknown. We offer suggestions for future research to advance understanding of the relationship between bystander intervention and workplace inclusion.

Building upon the HR architecture model, we propose a framework that explains how – within an alliance project between two firms – HRM systems (composed of various HRM practices) shape inter-organizational knowledge transfer. Such projects may involve intergroup bias, i.e., employees may particularly favor and value members of their own firm, which may impede inter-organizational knowledge transfer. Given the intergroup dynamics, we argue that social identity is a key mediator underlying the relationship between HRM systems and knowledge transfer. We discuss how each firm's HRM system(s) independently and jointly affect employees' social identity, stressing the importance of an HRM fit within and between both companies. Finally, we propose a factor – shared other identities – that may moderate the HRM systems and social identity relationship and also shape social identity directly. Our model provides a nuanced view of how HRM systems can facilitate knowledge transfer by shaping employees' social identities in alliance projects.