Human Resource Management Review最新文献

英文中文

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

Time to voice? A review and agenda for longitudinal employee voice research 该发言了吗？纵向员工语音研究综述与议程

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-11-09 DOI: 10.1016/j.hrmr.2024.101059

Aldrich Dominic Guarin , Keith Townsend , Adrian Wilkinson , Martin Edwards

This article presents a systematic literature review of 256 longitudinal studies found from two major databases to examine employee voice, involvement, participation, and silence within organisations. We first explore the development of employee voice as an academic subject of study and then explain how similar constructs, like involvement, participation, and silence have been incorporated to our review. We investigate how the compiled longitudinal articles examine, analyse, and explain how voice is elucidated through a study over time. We find that most longitudinal studies do not explicitly place importance on the notion of time when examining voice. We then compile well-cited models and voice frameworks to explain voice longitudinally. We focus on the importance of time and discuss how exploring voice through a temporal lens will be a step forward in understanding the dynamics within an organisation. In reviewing the features of existing longitudinal research in the field of voice and applying some key components of existing models (Marchington et al., 1992; Townsend et al., 2020), we develop and apply a broader voice framework that can incorporate different organisational elements, including process and outcomes over time. We also propose a future research agenda for longitudinal studies in employee voice.

本文对来自两个主要数据库的256项纵向研究进行了系统的文献综述，以检查组织内员工的声音、参与、参与和沉默。我们首先将员工声音的发展作为一个学术研究主题进行探讨，然后解释如何将类似的结构（如参与、参与和沉默）纳入我们的研究。我们调查了汇编的纵向文章如何检查、分析和解释声音是如何通过一项研究随着时间的推移而被阐明的。我们发现，大多数纵向研究在检查声音时没有明确地重视时间的概念。然后，我们编译被广泛引用的模型和语音框架来纵向解释语音。我们将关注时间的重要性，并讨论如何通过时间透镜探索声音将是理解组织内部动态的一步。在回顾现有语音领域纵向研究的特点和应用现有模型的一些关键组成部分时(Marchington et al., 1992；Townsend等人，2020)，我们开发并应用了一个更广泛的语音框架，可以结合不同的组织元素，包括随着时间的推移的过程和结果。我们还提出了未来对员工声音进行纵向研究的研究议程。

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引用次数: 0

The different faces of e‑leadership: Six perspectives on leading in the era of digital technologies 电子领导的不同面貌：数字技术时代领导的六个视角

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-11-01 DOI: 10.1016/j.hrmr.2024.101058

Robin Bauwens , Laura Cortellazzo

Although leadership is critical for overcoming the challenges of digital technologies (DTs), their mutual relationships remain poorly understood. By reviewing 257 peer-reviewed articles, this study builds on adaptive structuration theory (AST) and institutional logics to identify six different relationships among leadership, DTs, and institutional properties: 1) the influence of DTs on leadership displays; 2) the influence of leadership on DTs' design and appropriation; 3) the influence of institutional properties on leadership displays; 4) the impact of institutional properties on DT-related choices; 5) the role of leadership in transforming organizations and their institutional properties; and 6) the influence of DTs on institutional properties. This study demonstrates that AST and institutional logics can foster a comprehensive understanding of the broad and sometimes contradictory findings of research on leadership and DTs. We propose a conceptual model to guide future studies.

尽管领导力对于克服数字技术（DTs）的挑战至关重要，但它们之间的相互关系仍然知之甚少。本研究在回顾257篇同行评议论文的基础上，基于适应性结构理论和制度逻辑，确定了领导、员工绩效与制度属性之间的六种不同关系：1)员工绩效对领导表现的影响；2)领导对设计和拨款的影响；3)制度属性对领导力表现的影响；4)制度属性对dt相关选择的影响；5)领导在组织转型中的作用及其制度属性；6) dt对制度属性的影响。本研究表明，AST和制度逻辑可以促进对领导力和DTs研究中广泛而有时相互矛盾的发现的全面理解。我们提出了一个概念模型来指导未来的研究。

引用次数: 0

The role of country-level human capital in the high-performance work systems and organizational performance association: A meta-analysis 国家级人力资本在高绩效工作系统和组织绩效关联中的作用：一项元分析

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-10-28 DOI: 10.1016/j.hrmr.2024.101057

Xiaoxuan Zhai, Fang Huang, Xiaowen Tian

Integrating the Ability-Motivation-Opportunity model in human resource management with the eclectic paradigm in international business research, we examine the role of country-level human capital development in the high-performance work systems (HPWS) and organizational performance (OP) association. We posit that there is a substitution relationship between country-level human capital development and organization-level HPWS in shaping OP. HPWS generates a stronger effect on OP in countries with a lower level of human capital development and thus a greater need for HPWS to boost performance. Training & development plays a key role in turning human capital available in a country into talent resources useful in an organization, thereby strengthening the HPWS-OP association. This role is stronger in countries with a lower level of human capital development. We conduct meta-analyses of 56,868 business entities from 20 countries/regions in 232 samples from 1994 to April 2024, and find evidence to support our arguments.

本文将人力资源管理中的能力-动机-机会模型与国际商业研究中的折衷主义范式相结合，考察了国家层面的人力资本开发在高绩效工作系统（HPWS）和组织绩效（OP）关联中的作用。我们假设，在形成绩效方面，国家层面的人力资本发展与组织层面的人力资本服务之间存在替代关系。在人力资本发展水平较低的国家，人力资本服务对绩效的影响更大，因此更需要人力资本服务来提高绩效。培训,发展在将一个国家可用的人力资本转化为一个组织有用的人才资源方面发挥着关键作用，从而加强了人力资源与人力资源合作关系。在人力资本开发水平较低的国家，这种作用更强。我们从1994年至2024年4月对来自20个国家/地区的56,868家企业进行了232个样本的荟萃分析，并找到了支持我们论点的证据。

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Understanding how agile teams reach effectiveness: A systematic literature review to take stock and look forward 了解敏捷团队如何达到效率：系统的文献回顾，以进行评估和展望

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-10-02 DOI: 10.1016/j.hrmr.2024.101056

R. Steegh , K. Van De Voorde , J. Paauwe

In a global environment that continues to challenge organizations' responsiveness, agile teams have proliferated in diverse sectors of practice and streams of research. However, scholars also indicate that agile teams, their way of working, and how they achieve effectiveness seem to be an undertheorized phenomenon. To better account for and understand how agile teams reach effectiveness, we aim to compile, organize, and synthesize the agile team literature using the IMOI model as a theoretical anchoring point. We systematically reviewed 74 studies on agile teams and identified their key input, mediating, and outcome factors. This effort has, consequently, allowed us to identify crucial theoretical and methodological gaps in the understanding of how agile teams manage uncertainty and what is needed to close these gaps. Furthermore, we identified three themes relevant to all teams dealing with the management of uncertainty.

在不断挑战组织响应能力的全球环境中，敏捷团队在不同的实践部门和研究流中激增。然而，学者们也指出，敏捷团队，他们的工作方式，以及他们如何实现效率似乎是一个未被理论化的现象。为了更好地解释和理解敏捷团队是如何达到效率的，我们的目标是使用IMOI模型作为理论锚点来编译、组织和综合敏捷团队文献。我们系统地回顾了74项关于敏捷团队的研究，并确定了他们的关键输入、中介和结果因素。因此，这项工作使我们能够识别出在理解敏捷团队如何管理不确定性以及需要什么来缩小这些差距方面的关键理论和方法差距。此外，我们确定了与处理不确定性管理的所有团队相关的三个主题。

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How executive coaches actually coach: Leveraging a relational lens 高管教练实际上是如何指导的：利用关系视角

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-09-23 DOI: 10.1016/j.hrmr.2024.101055

Rebecca M. Chory , Evan H. Offstein , Ronald L. Dufresne , J. Stephen Childers Jr.

Despite the widespread acceptance of executive coaching as a relational phenomenon, how these relationships play out in practice tends to be overlooked and under-researched. In this conceptual paper, we argue that the “caring, yet professionally distant” clinical approach to executive coaching is unrealistic. Challenging this approach, we propose a relational communication perspective on coach-client friendship development, which we situate within the larger relational triad of coaches, leader-clients, and organizational sponsors/decision-makers/superiors. Adopting micro and macro perspectives, we detail the forces that spark and sustain these friendships, including coaches' relational communication, the sincerity and instrumentality of coaches' relationship motives, and coaching's occupational characteristics. We consider the web of multiple relationships within which executive coaching occurs. Along the way, we discuss challenges to the practice of executive coaching as it relates to personal workplace relationships, and we discuss the ethical implications of these relationships. We conclude with provocative questions to guide future research and practice in both executive coaching and personal workplace relationship arenas.

尽管人们普遍认为高管培训是一种关系现象，但这些关系在实践中是如何发挥作用的，往往被忽视，研究也不足。在这篇概念性论文中，我们认为“关怀，但专业疏远”的临床方法对高管培训是不现实的。为了挑战这种方法，我们提出了一种关系沟通的角度来看待教练-客户友谊的发展，我们将其置于教练、领导-客户、组织发起人/决策者/上级这三个更大的关系三元组中。我们从微观和宏观的角度，详细阐述了激发和维持这些友谊的力量，包括教练的关系沟通，教练的关系动机的诚意和工具性，以及教练的职业特征。我们考虑高管培训发生的多重关系网络。在此过程中，我们讨论了高管培训实践面临的挑战，因为它与个人职场关系有关，我们讨论了这些关系的伦理含义。最后，我们提出了一些具有启发性的问题，以指导未来在高管培训和个人职场关系领域的研究和实践。

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引用次数: 0

The cost of ‘cost reduction’: An integrative review of blended workgroups “降低成本”的成本：混合工作组的综合审查

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-09-12 DOI: 10.1016/j.hrmr.2024.101054

Min Liu , Yuran Li , Zhibin Lin , Jiong Zhou , Shanshi Liu

Blended workgroups, comprising both standard and nonstandard employees, are increasingly used by organisations to reduce costs, however, evidence on their effectiveness has been mixed. This integrative review analyses 96 relevant empirical studies, and organises the findings along three themes: impacts at individual and organisational levels, theoretical perspectives explaining the mechanisms of workgroup dynamics, and contingency factors influencing benefits and costs. Our findings offer four key insights: the importance of composition, the need for a multi-perspective approach, the development of targeted management practices, and the significance of career lifecycle management, all of which have important managerial implications. We suggest five avenues for future research: integrating theoretical perspectives, addressing employee psychological well-being, considering contextual factors, examining temporal changes, and analysing the impact of gender dynamics.

由标准员工和非标准员工组成的混合工作组越来越多地被组织用来降低成本，然而，关于其有效性的证据好坏参半。这篇综合综述分析了96项相关的实证研究，并根据三个主题对研究结果进行了整理：个人和组织层面的影响、解释工作组动态机制的理论视角、影响收益和成本的偶然性因素。我们的研究结果提供了四个关键见解：构成的重要性、多视角方法的必要性、有针对性的管理实践的发展以及职业生涯生命周期管理的重要性，所有这些都具有重要的管理意义。我们提出了未来研究的五个方向：整合理论视角、关注员工心理健康、考虑情境因素、考察时间变化和分析性别动态的影响。

引用次数: 0

What is hybrid work? Towards greater conceptual clarity of a common term and understanding its consequences 什么是混合工作？使一个通用术语的概念更加清晰，并了解其后果

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-08-28 DOI: 10.1016/j.hrmr.2024.101044

Jakob Lauring , Charlotte Jonasson

The concept of ‘hybrid work’, characterized by ongoing alternation between traditional and non-traditional work modes, has gained significant attention in recent research. Despite its growing relevance, a consistent and coherent conceptualization of hybrid work remains elusive. This article aims to address this gap by offering a comprehensive and nuanced understanding of hybrid work, contributing to conceptual clarity in its application. We draw on an extensive literature review to propose a definition of hybrid work that encompasses dynamic switches across three dimensions: modality (analog/face-to-face vs. digital/virtual), location (office/co-located vs. non-office/distributed), and temporality (constrained/synchronous vs. unconstrained/asynchronous). Building on existing literature and our dynamic, three-dimensional, and multilevel definition of hybrid work, we reinterpret key findings within the HRM domain, illustrating how our framework brings clarity to previously ambiguous aspects of hybrid work. This reinterpretation not only underscores the theoretical contributions of our definition but also identifies new research directions inspired by these insights.

在最近的研究中，以传统和非传统工作模式之间不断交替为特征的“混合工作”概念受到了极大的关注。尽管它的相关性越来越大，但混合工作的一致和连贯的概念化仍然难以捉摸。本文旨在通过提供对混合工作的全面而细致的理解来解决这一差距，有助于其应用中的概念清晰度。我们借鉴了大量的文献综述，提出了混合工作的定义，该定义包含三个维度的动态切换：模态（模拟/面对面vs数字/虚拟），位置（办公室/同址vs非办公室/分布式），以及时间性（受约束/同步vs无约束/异步）。在现有文献和我们对混合工作的动态、三维和多层次定义的基础上，我们重新解释了人力资源管理领域的关键发现，说明了我们的框架如何使混合工作以前模棱两可的方面变得清晰。这种重新解释不仅强调了我们定义的理论贡献，而且确定了受这些见解启发的新的研究方向。

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引用次数: 0

Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness 迈向团队资源动员理论：持续敏捷团队效能的系统回顾与模型

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-08-28 DOI: 10.1016/j.hrmr.2024.101043

Tom L. Junker , Arnold B. Bakker , Daantje Derks

The notion of resources is central to many theories in HRM and applied psychology. Prominent resource-based theories in HRM tend to focus on issues related to accessing resources at the firm-level (e.g., resource-based view of the firm) or the employee-level (e.g., job demands - resources theory). However, at the team-level, the critical issue is often a matter of resource mobilization rather than resource access. Previous research has discovered that a team's ability to use resources effectively is indicative of collective intelligence. Instead of explaining this ability with a latent collective intelligence factor, we argue that teams can develop this ability by using agile work practices (AWPs). Through a systematic review of the agile team literature, we describe how agile teams mobilize resources embedded in the internal and external environment to achieve sustained team effectiveness. Generalizing beyond the agile team context, we propose a model that introduces team-internal and team-external resource mobilization as unique predictors of sustained team effectiveness. We further propose that resource mobilization is strengthened by challenge demands (e.g., work complexity) and weakened by hindrance demands (e.g., role conflict). We hope our model of sustained team effectiveness inspires future research into how teams can perform effectively across multiple episodes, without this going at the cost of members' health and well-being.

资源的概念是人力资源管理和应用心理学中许多理论的核心。人力资源管理中突出的资源基础理论倾向于关注与公司层面（例如，公司的资源基础观点）或员工层面（例如，工作需求-资源理论）获取资源相关的问题。然而，在团队一级，关键问题往往是资源调动问题，而不是资源获取问题。先前的研究发现，一个团队有效利用资源的能力表明了集体智慧。我们认为，团队可以通过使用敏捷工作实践（awp）来发展这种能力，而不是用潜在的集体智慧因素来解释这种能力。通过对敏捷团队文献的系统回顾，我们描述了敏捷团队如何调动内部和外部环境中的资源来实现持续的团队效率。在敏捷团队的背景下，我们提出了一个模型，将团队内部和团队外部资源动员作为持续团队效率的独特预测因素。我们进一步提出，挑战需求（如工作复杂性）加强了资源调动，阻碍需求（如角色冲突）削弱了资源调动。我们希望我们的持续团队效率模型能够启发未来的研究，即团队如何在不以成员的健康和福祉为代价的情况下，在多个事件中有效地执行。

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引用次数: 0

A meta-analysis of team reflexivity: Antecedents, outcomes, and boundary conditions 团队反身性的元分析：前因、结果和边界条件

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review

Pub Date : 2024-08-18 DOI: 10.1016/j.hrmr.2024.101042

Pierre-Marc Leblanc , Jean-François Harvey , Vincent Rousseau

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.

在这项荟萃分析中，我们评估了团队自反性对绩效的益处。从团队即信息处理器的角度出发，我们提供了团队反思性有助于提高团队绩效的证据，但我们也发现，这些益处取决于团队设计的关键因素，即团队规模和团队任期。此外，我们还研究了团队领导者如何提高团队的反思能力。我们的研究表明，那些支持团队成员积极参与小组讨论和决策的领导者，通过促进团队心理安全的形成，为提高团队的反思能力，进而提高团队绩效创造了条件。我们还通过研究名义网络中的关系强度，对团队反思性研究进行了全面回顾。总之，这项荟萃分析挑战了关于反射性的某些假设，为进一步了解反射性在团队效率中的作用开辟了新的研究途径。

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