Human Resource Management Review最新文献

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A model of managerial coach learning and development 管理教练学习与发展模式

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.

管理教练已经成为组织中一种引人注目的新领导方法。虽然迄今为止的研究已经证明了与成功的管理教练相关的关键行为和能力，但相对较少的研究已经研究了如何在领导者中发展管理教练，或者领导者如何学习管理教练行为。在回顾了现有的管理教练培训与发展的文献，并借鉴了领导力发展和主动学习领域的研究，提出了一个管理教练学习与发展的三阶段模型。该模型表明，管理教练的发展可以理解为一个过程，即培养他们准备将教练方法纳入其领导；并经历特定的认知、情感和动机途径，以建立一套与有效的管理教练行为相关的能力、心态、身份和效力。讨论了组织管理人员培训和发展的意义。

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A typology of long-term expatriates: Conceptualization, consequences and future research 长期外籍人士的类型学：概念、后果与未来研究

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.

外派文献通常侧重于单一和临时类型的国际派遣，很少研究外派人员的经历如何随着时间的推移而演变。我们研究了外派人员为什么以及如何延长他们的任务。采用嵌入性视角，我们将组织和社区嵌入性以及外派人员生活方式嵌入性作为新的第三个维度，以更好地理解外派人员的嵌入性和随后的职业相关决策。我们解开了作为一个长期外籍人士的个人和人际关系的后果，并制定了未来的研究议程。我们对长期外派的嵌入性类型学做出了贡献，该类型学对长期外派人员的突出属性和国际经验进行了理论化。

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Modern day leadership: Are we getting the business leaders that we deserve? 现代领导力：我们得到了我们应得的商业领袖吗？

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.

最近的劳动力中断，包括工作搬迁、机器学习和广泛裁员，增加了商业领袖面临的挑战。这些对劳动力的颠覆凸显了领导力的重要性和挑战。为了理解巨大的劳动力变化是如何影响业务领导者的角色和需求的，我们从高级业务领导者那里收集了关于他们如何在危机中导航并在许多情况下改变他们的组织的数据。我们还采访了高级商业领袖，询问他们需要什么来指导现代组织。基于这些经验，我们阐述了高级商业领袖如何取得成功，尤其是在动荡时期。学习的结合使我们能够考虑高级商业领袖如何从危机中学习，以长期积极地影响组织绩效，以及组织在挑战时期可以从高级商业领袖身上学到什么。

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Trust repair in politically polarized workplaces 在政治两极分化的工作场所修复信任

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.

近年来，随着政治格局变得越来越有争议，工作场所（作为社会的一个缩影）遭遇了越来越多的政治两极分化。研究人员和从业人员都注意到，政治两极分化破坏了职场关系和维系这种关系的信任。作为回应，我将信任修复研究与更广泛的冲突管理文献相结合，开发了一个政治两极分化工作场所信任修复的概念模型。这些见解产生了一种新的结构（建设性参与），它在促进提高同事在政治外群体中的可信度方面发挥着核心作用。根据接触假说（Allport, 1979），我还提出了组织如何创造和维持加强建设性参与的有利影响的条件。最后，我认为修复的可信度感知将导致修复的信任在个人和关系层面，最终更有建设性的心理和行为结果。

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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。

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Sustainable human resource management and employee performance: A conceptual framework and research agenda 可持续人力资源管理与员工绩效：概念框架与研究议程

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.

可持续人力资源管理（Sustainable human resource management, Sustainable HRM）作为人力资源管理学科中一个年轻但充满活力的研究领域迅速发展。然而，几十年的研究创造了一个多样化和碎片化的工作体系，对可持续人力资源管理有不同但相互关联的定义，以及关于它如何以各种形式影响员工绩效的分散知识。为了推动这一领域的发展，我们对可持续人力资源管理和员工绩效关系的文献进行了系统的回顾，以区分(1)关键结构的不同概念，(2)使用的不同测量量表，(3)探索的关系模式，以及(4)研究的中介和调节因子。接下来，我们将这些工作整合到一个更高阶的概念框架中，揭示了可持续人力资源管理与员工绩效的中介机制和边界条件。最后，我们描述了进一步探索和理解可持续人力资源管理及其成果的指导方针。通过这样做，我们通过加强我们对关键概念、关系和动态的理解，并通过为未来的研究提供路线图，为可持续人力资源管理领域的理论进步做出了贡献。

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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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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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Human Resource Management Review

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