Human Resource Management Review最新文献

Early research on organizational citizenship behavior (OCB) indicated that such actions were beneficial to organizations and employees. In contrast, more recent work has suggested that there are also some negative consequences associated with these behaviors as well. However, research has yet to examine how employees who recognize both positive and negative aspects of OCB navigate this reality. To better understand this phenomenon, we define a new construct, citizenship ambivalence, which occurs when employees feel torn as to whether they should engage in or refrain from engaging in a specific act of OCB. We discuss the likely sources of citizenship ambivalence and employee responses to citizenship ambivalence, focusing particular attention on how citizenship ambivalence relates to the quantity of OCB performed, the quality of OCB performed, and citizenship fatigue. After discussing the causes and consequences of citizenship ambivalence, we conclude with a discussion of the implications for human resource management and directions for future research.

Overlooking the explanatory consequences of human nature assumptions (models of people) may compromise the internal coherence of leadership theories that use two or more models of people. However, judging the internal coherence of theories based on their human nature assumptions can be challenging, partly due to the complexity of human nature. I attempt to reduce the complexity by proposing human nature as heuristics that provide explanatory leverage to theoretical narratives. The other part of the challenge lies in the near absence of appropriate conceptual tools for straightforward comparisons of human nature assumptions. To tackle this challenge, I propose a typology of human nature heuristics and illustrate its usefulness in judging the internal coherence of multiple leadership theories. The human nature heuristics typology can also provide a conceptual framework for integrating leadership and human resource management literature.

Some groups more commonly experience negative effects from biases in the workplace than others, in part, from a lack of universal anti-discrimination protections. While strong protections exist for some groups, others are often left to rely on a patchwork of legal protections and corporate policies to guard against bias. This article draws from social identity, stigmatization, and intersectionality theories to bring attention to susceptible classes, or those individuals who are stigmatized by society but not effectively shielded against discrimination by workplace protections. This article advances the Employment Protections and Stigmatization Classification Model typology. This model provides categorization based on the level of stigmatization individuals face and the degree to which employment protections provided by various entities are effective in reducing workplace bias and discrimination. Further, it allows for consideration and comparison of stigmatized groups across time, jurisdictions, and organizations. Three stigmatized classes are offered as examples to advance further understanding of the model.

There is now a substantial body of literature on the coping strategies used by workers employed in stigmatized dirty work. However, there is insufficient knowledge about what resources they use while employing these strategies, what factors impact resource availability and utilization for coping, and how the utilization of resources leads to differential coping. Our study fills these gaps. First, using meta-synthesis of 39 qualitative studies, we consolidate the resources these workers use to cope into six categories. Second, the study discusses what factors impact resource availability and utilization by proposing the role of occupational prestige as a determining factor. Third, borrowing from conservation of resources theory and self-affirmation theory, this study proposes resources as facilitators of self-affirmations leading to differential coping. Finally, we propose a conceptual framework along with propositions depicting how dissonance, caused by inconsistency in self-integrity, leads to the use of various resources for differential coping.

Workplace commitment is viewed as an important mechanism connecting HRM practices with organizational outcomes, including performance. For this reason, commitment has emerged as one of the most significant and voluminous areas in HRM studies. Yet some of the key advances in the wider field of commitment have not been incorporate in studies of commitment in the HRM field. This is problematic as the body of work on commitment may develop separately from HRM research, wherein which the construct is so central. We seek to rectify this disconnected development through a systematic literature review which is targeted on three key threads, i.e., (1) definition and conceptual meaning, (2) multiple targets of commitment, and (3) the dynamics of commitment. These three threads are then connected to measurement and methodology, together providing the basis for a ‘toolkit’ for future research on commitment in HRM studies. Our review advances the field of commitment research in HRM by providing much needed conceptual, theoretical and methodological clarification, and by providing ways of bridging the gap and stimulating further research in this area.

Increased globalization and rapid technological advances have greatly affected how careers are enacted. Many of today's workers are transitioning across the boundaries of occupations, organizations, and countries more frequently than previous generations of workers. Despite these great changes in the contemporary workplace, relatively little recent academic consideration has been devoted to the career transition (CT) construct or the commonalities in the decision-making process used by individuals to determine whether to make a CT. Given the many significant changes that have affected careers over the last several decades, the purpose of this paper is to offer a contemporary typology of CTs, a theory-driven model of the voluntary inter-role CT decision-making process, and propositions for future research. The proposed typology and model should also help people make better decisions about CTs.

Workplace ostracism is mistreatment in disguise that has spread its roots deep into organizations. This research has a threefold purpose. Firstly, to shed light on its seriousness by highlighting its personal, relational, and organizational impacts. Secondly, to identify buffering mechanisms that nullify its damaging impacts. Finally, to offer novel avenues for future research. The systematic review of 89 articles reveals workplace ostracism causes significant damages to employees, their personal and professional relationships, and organizations. It also reveals that employees' traits, abilities, skills, psychological states, job-related factors, support, culture, and religiousness cushion against ostracism's adverse impacts. Perhaps this is the first review that highlights workplace ostracism's relational impacts and systematically and comprehensively summarizes its buffering mechanisms as the cure to its curse. This review identifies literature gaps and proposes a future research framework and other future research directions for scholars to address them. It concludes with a discussion of practical implications.

To further investigate the relationship between human resource practices and organizational performance, research suggests focusing on psychological employee outcomes. In this paper, it is proposed that the positive psychological concept of work meaningfulness constitutes a mediator between human resource practices and performance which is worth investigating. The author argues that performance management practices can potentially lead to an increase in employees' perceived work meaningfulness, if they focus on satisfying the three psychological needs for competence, autonomy, and relatedness. Based on findings from research focusing on performance management trends, goal setting, performance appraisal, performance feedback, and self-determination theory, the paper suggests a new perspective on how to incorporate concepts rooted in the science of positive psychology in performance management practices to contribute to positive workplace outcomes such as well-being and performance.

This study provides a systematic review of prior empirical research on the impact of mindfulness interventions and practices on leaders. The aim is to integrate existing knowledge and identify future research needs. Mindfulness as a leader-specific practice is defined and discussed to provide conceptual clarity and to highlight the importance of understanding the phenomenon and its value in the context of leadership and individual leader development. A conceptual framework is presented which synthesizes findings from prior works and shows that leaders' mindfulness practices affect various developmental outcomes viewed as important for leaders and leadership. A comprehensive future research agenda for theoretical and empirical advancement is proposed that recommends looking beyond the essential wellbeing and work productivity outcomes and exploring the transformative outcomes of mindfulness interventions and practices related to leaders' relationships and inner growth that involve enhanced self-awareness and social/contextual awareness.

Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.