Human Resource Management Review最新文献

In 2016, a special edition of Human Resource Management Review established a theoretical and empirical development framework to address the fundamental issue of convergence/divergence. An intriguing question raised by the review was whether one could cross the comparative human resource management (CHRM) stream with its international human resource management (IHRM) counterpart to theoretically and empirically benefit both. This paper addresses a similar topic, albeit looking outwards to the archetypal context-driven comparative public policy (CPP) discipline rather than inwards to two adjacent international and comparative streams. Centering on the standardization-convergence divide in IHRM and the practice-divergence conundrum in CHRM, the paper demonstrates how CPP's rich conceptual and methodological heritage can help overcome tensions in both streams while informing several meta-analytic review and future research suggestions.

This article examines the ethical implications of big data in human resource management (HRM) practices, specifically in the areas of recruitment and selection, training and development, performance management, compensation, and employee retention. The article commences with a characterization of big data applications in HRM processes and practices, highlighting their benefits and value for the management of the workforce. It also shows how the application of big data analytics can put employees at great risk through institutional surveillance and other algorithmic manipulation practices such as profiling, coercion and control. Our theorizing advances the HRM and ethics literatures by offering a more expanded and nuanced view of the significant ethical challenges specific to individual HR practices. Additionally, our analysis brings ethics into the domain of HRM by problematizing the exploitation of employee information through digital technology for corporate gain. In so doing, it employs a moral principles framework to show how BDA - HRM practices can compromise employees' rights to privacy, confidentiality, transparency, and protection. Our analysis also raises concerns shared by both the practitioner and scholarly communities that are yet to be addressed and offers recommendations for research and practice.

Employee mobility (EM) provides organizations with enhanced performance, value creation, innovation, and creativity. However, EM plays a frequently indicated but less emphasized role in an organization's knowledge. The existing body of EM research is characterized by diverse perspectives and contradictory findings, creating a significant gap in our understanding of how organizations can effectively access and leverage the critical knowledge carried by employees. This integrative review aims to bridge this gap by synthesizing diverse mobility perspectives, delving into theoretical underpinnings, and exploring the dynamics of knowledge flow. The review is guided by the two research questions: (1) How is EM conceptualized as a knowledge flow mechanism in the existing literature? and (2) What mechanisms can organizations employ to use EM as a knowledge development strategy? Through a comprehensive analysis, we present a framework encompassing seven strategies: knowledge dissemination, knowledge creation, knowledge combination, knowledge adoption, knowledge spill-in, knowledge retention, and knowledge protection. This framework contributes to the understanding that organizations can use internal mobility to disseminate embedded knowledge and create new knowledge. Inward mobility plays a crucial role in enabling organizations to combine (similar) knowledge and adopt specific knowledge from external sources. Interestingly, outward mobility, despite the loss of employees, serves as a mechanism of reverse knowledge flow. Additionally, organizations employ strategies to control outward mobility by retaining and protecting critical knowledge. Building on the identified strategies, the paper suggests promising avenues for further research, thereby paving the way for scholars and practitioners to consider EM as a knowledge development strategy.

Working in virtual teams is increasingly common, and the notion of team virtuality has received considerable academic attention. However, the definitions of team virtuality lack coherence, its theoretical integration is inadequate, and its effects on individual and team performance are not fully understood. To address these gaps, we systematically review the characteristics of team virtuality and its positive and negative effects based on various theoretical perspectives. Through this review, we find that no consensus is reached on the definition of team virtuality, and its dimensions are not fully identified. Moreover, we find that team virtuality positively influences individual and team performance through two mechanisms: resource and information, and motivation and ability. However, it also exerts negative effects through three mechanisms: cognition, emotion and relationship, and technology and media. Based on these findings, we propose several potential directions for future research: (1) integrate four characteristics of team virtuality by redefining its concept and dimensions based on process virtualization theory, (2) integrate the positive and negative effects of team virtuality using a resources conservation-based model, in which team virtuality positively and negatively affects individual and team performance through personal resource gain and personal resource loss, respectively, (3) integrate the different effects of team virtuality by exploring boundary conditions, and (4) integrate the dual effects by investigating the curvilinear relationship between team virtuality and its outcomes.

The gig economy provides a novel setting that challenges many established ways of working. This paper unpacks the nature of talent identification in the gig economy through the role of three central actors; the online labor platform firm, the requester/customer and the gig worker. Talent identification in this context is especially novel as it emerges from tripartite relationships among independent economic actors, in contrast to traditional settings where talent identification is studied from a dyadic perspective (i.e., talented workers and the organization). We decipher the heterogeneity across online labor platforms and their gig workforces through the practice of talent identification. We provide an agenda to guide future research on the inclusive versus exclusive nature of talent identification in the gig economy as well as on online labor platforms as independent, yet powerful players who identify talents themselves alongside shaping talent identification processes between workers and hiring organizations. Accordingly, this paper extends the parameters of talent identification scholarship along with providing a different lens by which we examine work in the gig context.

Moral incongruence—a misalignment between professional role expectations and personal moral values—is an important phenomenon in modern organizations. Though scholarly work has provided us with insights into broad forms of role incongruence, much less is known about the distinct characteristics of moral incongruence. Moreover, we lack understanding of how moral incongruence may shape employee attitudes and behaviors. Drawing on deonance theory and socio-cognitive theory, we develop a model explaining the role of moral incongruence in promoting employee prohibitive voice, withdrawal, and unethical role behavior through the mechanisms of moral outrage and moral disengagement. Examining potential boundary conditions, we also consider the roles of moral identity, self-interest, moral intensity, unethical climate, ethical leadership, and organizational identification. Given the ethical implications of moral incongruence and the significance of the phenomenon for organizations, this work has implications for both theory and practice.

Research indicates that half of employee work behaviors may be habits and that employee work habits can either facilitate or undermine efficient and effective task performance. Yet, management scholars lack a standard definition of employee work habits that promotes actionable knowledge and cumulative research. In addition, although research suggests that employee goal-directed and habitual behavior interface in several ways, the management literature does not address the relationship between these two types of work behavior. After reviewing previous research, we provide a new definition of the employee work habit construct. Our definition distinguishes employee work habits from general habits in three ways: a) they affect organizational effectiveness criteria, b) they are embedded in an organizational context, and c) they are associated with using organizational rewards. We also provide a process model that explains how employee goal-directed behavior can evolve into work habits. With this new precision in understanding employee work habits, management scholars can explore this common but overlooked type of work behavior, rigorously connect employee work habits to other theories and constructs, and greatly expand our knowledge of employee work habits.

Change management interventions (CMIs) are intentional activities that managers employ to facilitate planned organizational change by influencing employee receptivity to and adoption of that change. CMIs have been unclearly conceptualized and empirical insights on CMIs have become disjointed across research communities, limiting our understanding of the nature and effects CMIs can have. To address this shortcoming, we integrate and build on existing frameworks to provide an overview of the empirically studied CMI types, their mechanisms, and their outcomes. From our review of 119 empirical studies, we find that there are six overarching CMI types (and 14 sub-types): (1) communication (informing, framing, dialogic), (2) support (training, coaching, organizational change support), (3) involvement (consulting, co-creating, co-deciding), (4) reinforcement (rewards and goal-setting), (5) social influence (role modeling and peer exchange), and (6) coercion. Furthermore, based on our results, we encourage researchers to continue to strengthen an intervention-focused and context-sensitive approach to organizational change in the following underexplored areas: conceptualizing and measuring CMIs, bundles and interactions of CMIs, boundary conditions of CMIs, unintended consequences of CMIs, and the use of digital technology to enhance CMIs.

Prior work has identified the career ecosystem as a metaphor that represents the multilevel forces influencing individual careers, with the assumption that all individuals experience the ecosystem similarly. We explore how the career ecosystem might be differentiated for different groups of actors within it because of varying cultural and systemic forces. We focus on STEM careers as an exemplar to understand the contextual factors contributing to the low representation and high occupational turnover of women and other underrepresented groups. Based on the career ecosystem metaphor, we develop a multilevel model linking societal, organizational, and occupational cultures with individual career decision making and behavior in the STEM context and show how the resilience of the career ecosystem is different based on gender and racial/ethnic identity. Additionally, we propose ways to interrupt the ecosystem's feedback loop to create a more resilient STEM career ecosystem for women and members of racial and ethnic minoritized groups.

Public debate and research on absence care leaves of men (paternity leaves) is growing in the last years. Practitioners and scholars alike are seeking evidence-informed answers on whether and how paternity leave can help overcome the domestic division of labor, with growing interest in identifying factors that facilitate men's use of this leave. To assess and synthesize this field of study from a theoretical and empirical perspective, we carried out a systematic literature review putting together existing knowledge into a common framework that can inform future research in the field. We analyse trends of paternity leave research over time and its main thematic areas. Findings from this systematic process of synthesis evidence the growing interest of academics (mostly women, and European) in the topic. An organizing framework is presented for understanding male involvement in parenting work suggesting that men's use of paternity leaves is determined by both political/regulatory forces (legislation) and organizational forces (firm's culture and practices), with an impact in a varied range of organizational, psychological and family-related areas including career development, health, and relations with children. We invite future practices and lines of research that more interactively cover regulatory, organizational and family forces that hinder men's use of paternity leave and organizational development, and outline how male-focused practices such as those implemented in European policy should help pursue these goals.