Human Resource Management Review最新文献

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A review of text analysis in human resource management research: Methodological diversity, constructs identified, and validation best practices

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2025-02-14 DOI: 10.1016/j.hrmr.2025.101078

Emily D. Campion , Michael A. Campion

Discovering and producing reliable and valid measures of psychological constructs are central aims for human resource management (HRM) researchers and practitioners. While HRM researchers have historically relied on traditional quantitative methods, increased accessibility of text analysis techniques enabled by advancements in machine learning make qualitative data more convenient to analyze and include in decision-making processes. In this review, we systematically analyze research in HRM, organizational behavior, strategy, and entrepreneurship that has used text analysis to uncover and/or measure constructs. Our goals are to 1) delineate types of text analyses (categorization, dictionaries, supervised machine learning, and unsupervised machine learning), 2) review what constructs can be derived from text data, 3) describe how those constructs have contributed to the core HRM functions, 4) provide guidance on validation efforts that are needed to trust inferences made, and 5) and identify future research opportunities to use text analysis by HRM function. We support these points by conducting two text analyses on the papers in our review: a hand-coded content analysis using an existing framework and building a topic model of the abstracts. We find that while there is convergence (triangulation), there is notable divergence such that the topic model revealed more nuanced and useful clustering in significantly less time, thus illustrating the value of different types of text analysis. We encourage HRM researchers and practitioners to use machine learning to increase efficiency, reduce subjectivity, increase replicability, and facilitate methodological diversity. We close with a brief discussion on the promise of large language models.

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引用次数: 0

Impact-driven scholar, reflective practitioner, or pracademic? Conceptualizing hybrid roles to bridge the research-practice gap in HRM

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2025-02-05 DOI: 10.1016/j.hrmr.2025.101077

Annica Lau , Joshua Haist , Rebecca Hewett

Bridging the gap between theoretical concepts relating to human resource management (HRM) and practical application of research insights is essential for creating important, relevant, and therefore high impact management theories about work and organizations. Pracademics, who actively participate in both research and practice activities, cross boundaries between domains, so play a critical role in bringing theories into practice. However, the role of pracademics is conceptually underdeveloped and ambiguous, limiting our understanding of how actors engage in bridging the research-practice divide. We propose a continuum of research-practice roles, recognizing that hybrid roles are often fluid in nature. We explain how hybrid professionals hold different identities; as impact-driven scholars, reflective practitioners, or pracademics. These roles have implications for individuals' activities, identity work, career, and collaboration. Drawing on three contemporary challenges in HRM, we illustrate how hybrid professionals can align HRM theory and practice and help close the research-practice gap. As well as theoretical and managerial implications, we also highlight implications of the continuum of roles for policy makers and funders.

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引用次数: 0

Bridging the research-practice gap in modern human resource management

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2025-01-22 DOI: 10.1016/j.hrmr.2025.101076

Jaap Paauwe, Karina Van De Voorde

As an applied field of management, human resource management (HRM) scholars strive to impact practice, which is still considered a major challenge. This paper focuses on how academic work can be meaningfully integrated with modern HRM practice by showing how rigorous academic work can successfully inform HRM in practice and how scholars and practitioners can co-create rigorous and relevant HRM knowledge. In particular, we illustrate how theoretical insights connected to the shaping, implementation, embeddedness, impact, and effectiveness of HRM practices are helpful in addressing core questions related to progress in a practical way, well-being, and performance at work. In addition, we show how HRM scholars and practitioners can collectively develop knowledge about emerging HRM topics through co-sponsored PhD research. We conclude by reflecting upon the role of academia and practice in bridging the HRM's science-practice gap.

引用次数: 0

Confronting and alleviating AI resistance in the workplace: An integrative review and a process framework

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-12-30 DOI: 10.1016/j.hrmr.2024.101075

Ismail Golgeci , Paavo Ritala , Ahmad Arslan , Brad McKenna , Imran Ali

This study involves an integrative literature review and a process framework explaining the mechanisms to confront and alleviate employee Artificial intelligence (AI) resistance in organizations. First, we conceptualize AI resistance as a three-dimensional concept embodied in employees' fears, inefficacies, and antipathies toward AI. We advance that experiencing mistrust, existential questioning, and technological reflection are key individual mechanisms to confronting AI resistance connected to organizational mechanisms to alleviate AI resistance through the continuous interaction and unfolding of anxiety and introspection. We also explain the alleviation of AI resistance as an organizational process consisting of AI accessibility, human-AI augmentation, and AI-technology legitimation, each of which maps into one of the dimensions in the employee-level confrontation mechanisms. Overall, our conceptual framework provides an overarching and granular understanding of AI resistance, how employees confront it, and how it can be alleviated in the workplace.

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引用次数: 0

A model of managerial coach learning and development

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-12-26 DOI: 10.1016/j.hrmr.2024.101073

Udayan Dhar

Managerial Coaching has emerged as a compelling new approach to leadership in organizations. While research has so far demonstrated the key behaviors and competencies associated with successful managerial coaching, comparatively fewer studies have examined how managerial coaching can be developed in leaders, or how leaders learn managerial coaching behaviors. After reviewing the existing literature on managerial coach training and development, and drawing upon research from the fields of leadership development and active learning, a three-phase model of managerial coach learning and development is proposed. The model suggests that the development of managerial coaches can be understood as a process of developing their readiness to incorporate a coach approach to their leadership; and undergoing specific cognitive, affective, and motivational pathways towards building a set of competencies, mindsets, identities, and efficacies associated with effective managerial coaching behaviors. Implications for training and development of organizational managers are discussed.

引用次数: 0

A typology of long-term expatriates: Conceptualization, consequences and future research

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-12-25 DOI: 10.1016/j.hrmr.2024.101074

Jan Selmer , Margaret Shaffer , Stefan Jooss , B. Sebastian Reiche

The expatriation literature typically focuses on single and temporary types of international assignments and rarely studies how expatriates' experiences may evolve over time. We examine why and how expatriates extend their assignments. Adopting an embeddedness lens, we draw on organizational and community embeddedness—and expatriate lifestyle embeddedness as a novel third dimension—to better understand expatriates' embeddedness and subsequent career-related decisions. We unpack the intrapersonal and interpersonal consequences of being a long-term expatriate and develop a future research agenda. We contribute to the literature with an embeddedness-informed typology of long-term expatriation that theorizes about salient attributes and international experiences of long-term expatriates.

引用次数: 0

Modern day leadership: Are we getting the business leaders that we deserve?

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-12-17 DOI: 10.1016/j.hrmr.2024.101072

Anthony J. Nyberg , David G. Collings , John F. McMackin , Patrick M. Wright

Recent workforce disruptions including work relocation, machine learning, and widespread layoffs, have increased the challenges that business leaders face. These disruptions to the workforce have highlighted the importance and challenges of leadership. To understand how the dramatic workforce changes are affecting the roles and requirements of business leaders, we collected data from senior business leaders about how they navigated and, in many cases, transformed their organizations through crisis. We also interviewed senior business leaders about what is needed to guide the modern organization. Based on these learnings, we formulated explanations for how senior business leaders can be successful, particularly during times of upheaval. The combination of learnings allows us to consider how senior business leaders can learn from crises to positively affect organizational performance for the long-term and what organizations can learn about senior business leaders during challenging times.

引用次数: 0

Trust repair in politically polarized workplaces

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-12-06 DOI: 10.1016/j.hrmr.2024.101071

Edward C. Tomlinson

As the political landscape has grown more contentious in recent years, workplaces (as a microcosm of society) have encountered increased political polarization. Researchers and practitioners alike have noted that political polarization undermines workplace relationships and the trust that sustains them. In response, I integrate trust repair research with the broader conflict management literature to develop a conceptual model of trust repair in politically polarized workplaces. These insights yield a new construct (constructive engagement) posited to occupy a central role in facilitating increased trustworthiness perceptions of a coworker in one's political outgroup. Drawing from the contact hypothesis (Allport, 1979), I also propose how organizations can create and maintain conditions that strengthen the beneficial effects of constructive engagement. Finally, I argue that repaired perceptions of trustworthiness will lead to repaired trust at both individual and relationship levels, and ultimately more constructive psychological and behavioral outcomes.

引用次数: 0

The feedforward interview: A theoretical account 前馈访谈：一种理论解释

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-11-29 DOI: 10.1016/j.hrmr.2024.101061

Eyal Rechter , Avraham N. Kluger , Dina Nir

In the ongoing effort to maximize employee performance, the managerial tools of performance management, performance appraisal, and feedback often fail to produce desirable organizational outcomes. As a remedy, some scholars suggest the Feedforward Interview (FFI), which helps employees identify strengths, develop new behaviors, and improve performance. To promote understanding of the FFI, we detail the theoretical mechanisms activated by each of its five stages and offer new ways to use it. The FFI potentially creates the proximal outcomes of positive emotions, bonding, psychological safety, insights, interviewer knowledge, and satisfaction of intrinsic needs. These outcomes motivate change and improve work performance, collaboration between interviewer and interviewee, and well-being. We discuss differences between feedback and the FFI, boundary conditions, and applications—from performance appraisal and personnel selection to employee, team, leadership, and organizational development—thereby providing managers and practitioners with deeper knowledge and a broader range of potential uses for the FFI.

在不断努力最大化员工绩效的过程中，绩效管理、绩效评估和反馈等管理工具往往无法产生理想的组织结果。作为补救措施，一些学者建议采用前馈访谈（FFI），帮助员工识别优势，发展新的行为，提高绩效。为了促进对FFI的理解，我们详细介绍了FFI的五个阶段所激活的理论机制，并提出了使用FFI的新方法。FFI潜在地创造了积极情绪、联系、心理安全、洞察力、面试官知识和内在需求满足的近端结果。这些结果激励改变和改善工作表现，面试官和被面试者之间的合作，以及幸福感。我们讨论了反馈与FFI之间的差异、边界条件和应用——从绩效评估和人员选择到员工、团队、领导力和组织发展——从而为管理者和从业者提供了FFI更深入的知识和更广泛的潜在用途。

引用次数: 0

Sustainable human resource management and employee performance: A conceptual framework and research agenda

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-11-26 DOI: 10.1016/j.hrmr.2024.101060

Xiaoyan Liang , Jingwen Li

Sustainable human resource management (sustainable HRM) has grown rapidly as a young but dynamic field of research within the human resource management discipline. However, decades of research have created a diverse and fragmented body of work with distinct but interrelated definitions of sustainable HRM, and scattered knowledge of how it, in its variant forms, affects employees' performance. To move the field forward, we conduct a systematic review to differentiate the literature at the nexus of sustainable HRM and employee performance based on (1) different conceptualizations of key constructs, (2) different measurement scales used, (3) the patterns of relationship explored, and (4) the mediators and moderators studied. Next, we integrate this body of work into a higher-order conceptual framework, revealing the mediation mechanisms and boundary conditions of sustainable HRM and employee performance. Finally, we delineate guidelines for further exploration and understanding of sustainable HRM and its outcomes. In so doing, we contribute to the theoretical advancement of the field of sustainable HRM by enhancing our understanding of key concepts, relationships, and dynamics, and by providing a roadmap for future research.

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引用次数: 0

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