Human Resource Management Review最新文献

An increasing number of individuals in leadership roles have a serious leisure interest. We develop a theoretical model of how pursuing serious leisure impacts leaders' performance at work. We propose that a serious leisure interest, through its defining characteristics (effort in mastering a skill, perseverance through adversity, a special ethos, a strong identity, a leisure career), can both promote and harm leaders' performance at work and we examine the conditions under which this can happen. Our theory contributes to research on non-work antecedents of leader performance, to the leader identity construction literature, to theories on the work-nonwork interface and to the serious leisure literature.

Grief – a physical, emotional, and psychological reaction to loss – reflects a fundamental human experience with significant implications for organizations. Although there is a voluminous research literature reflecting the complexity of grief, I argue more could be done to integrate existing work into organizational theory and practice. Grief is not a unidimensional construct and yet research suggests the ways in which organizations support grieving employees often fail to recognize the varieties of their experiences. Effective grief support therefore requires a better understanding of the complex interplay between the individual, interpersonal, organizational, and societal factors that shape the experience of loss. This paper embeds the multi-level forces that influence grief into a social-ecological framework and subsequently applies it to advance the idea that flexibility within social systems is needed to optimize support for grieving employees.

Previous research suggests that technology can both enhance and undermine successful aging. However, few studies have combined insights on aging and technology in the work context. This paper aims to contribute to the literature on successful aging at work and STAARA technology by integrating these two literature streams through a job design perspective in a conceptual review. Based on insights from the literature on successful aging at work and technology we propose that STAARA technology can facilitate successful aging at work by reducing physical and emotional demands and increasing skill variety, autonomy, and support. Whereas STAARA technology can also harm successful aging at work by reducing autonomy, skill variety, and social support. Self-regulatory behaviors, an open workgroup climate, and HRM practices can help to minimize the potential misfit between technology and aging at work, whereas age discrimination is an important constraint. The propositions of this paper should be tested in future research.

With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative HRM) practices to create the conditions to develop relational leadership and an open innovation mindset (OI mindset) among employees. Since OI research is largely focused on the organizational level, the micro-foundations of OI, as well as the interdependencies across team and individual levels are not yet fully understood. There is no systematic approach for understanding the role of collaborative HRM and the process through which employees' KSS and use OI within their organizations. We build on social exchange theory to develop a multi-level model of collaborative HRM practices used through relational leadership and OI mindset to enable employees to KSS and improve OI performance.

For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.

We present a systematic review of 67 empirical studies that examine the factors determining subjective well-being among blue-collar immigrant employees. Drawing on conservation of resources theory, we propose an integrated conceptual framework that organizes antecedents of blue-collar immigrants' subjective well-being based on resource loss and gain dynamics. Our findings indicate that resource loss was most likely when immigrants experienced precarious employment, physically and emotionally demanding jobs, injustice at work, poor living conditions, and migration-related stressors. Conversely, resource gain was most likely when they were supported by supervisors and colleagues at work, felt emotionally supported by friends, family, and community members, and adopted personal coping strategies to manage their stressors. We conclude by signaling opportunities for future research and recommendations for practitioners seeking to augment blue-collar immigrant employees' subjective well-being.

Artificial intelligence (AI) has the potential to change the future of human resource management (HRM). Scholars from different disciplines have contributed to the field of AI in HRM but with rather insufficient cross-fertilization, thus leading to a fragmented body of knowledge. In response, we conducted a systematic, interdisciplinary review of 184 articles to provide a comprehensive overview. We grouped prior research into four categories based on discipline: management and economics, computer science, engineering and operations, and others. The findings reveal that studies in different disciplines had different research foci and utilized different methods. While studies in the technical disciplines tended to focus on the development of AI for specific HRM functions, studies from the other disciplines tended to focus on the consequences of AI on HRM, jobs, and labor markets. Most studies in all categories were relatively weak in theoretical development. We therefore offer recommendations for interdisciplinary collaborations, propose a unified definition of AI, and provide implications for research and practice.

Workplace backlash, the explicit/implicit, and/or intentional/unintentional attempts to reject efforts to promote diversity, taken by both dominant and subordinate social group members to maintain the group-based social hierarchy at work, has emerged as a major threat to fostering diversity and inclusiveness in the workplace. Although intense scholarly attention has been paid to workplace backlash, the literature has a highly individualistic and fragmented perspective of backlash, which hinders theoretical advancement. As a remedy for conceptual and theoretical heterogeneity, I first conducted a systematic review of the literature to present a critical overview of past scholarly endeavors and take stock of the empirical evidence. This article provides an alternative, unified definition of workplace backlash drawn from intergroup relations and the power hierarchy among social group members. Finally, based on the perspective of group-based social hierarchy, this study describes the emergence, development, and maintenance of workplace backlash through the lens of social dominance theory. Implications and future research suggestions are also discussed.

The literature on compensation has devoted little attention to the relationship between discretionary employee benefits and individual performance, perhaps because benefits are allocated equally to large groups of employees, are not tied to individual performance, and are viewed as entitlements. Discretionary benefits include all the benefits an employer provides to employees voluntarily (i.e., not legally required). Employees can use internet search tools to make comparisons between focal and referent firms of their expenditures on discretionary benefits, which can symbolize employer support for employee well-being or invoke perceptions of equity. In our paper, we provide a novel insight into the relationship between discretionary benefits and employee individual performance through a theoretical lens that combines insights from organizational support theory and equity theory shaped by perceptions of social and economic exchange relationships. In our conceptual model we develop theoretical logic that explains that perceived discretionary benefits, moderated by benefits satisfaction and mediated by perceived organizational support and perceived equity, are linked to individual performance. The paper concludes with a discussion of the theoretical implications and directions for future research.

Over the past decades, organizations have faced challenges in retaining good employees due to market competition and talent scarcity, thereby forcing leaders to improve their human resource strategies. Organizations often source exclusive talent development instead of nurturing talent inclusively. Exclusive refers to organizations' tendency to hire top talents outside their organization when needs arise, or if they have to look for candidates within the organization, only those identified as performers within their elite pool are selected. Literature suggests that inclusive talent development (i.e., career development via training for all employees regardless of individual performance) can complement management for employee retention. The present study carries out a systematic review of articles published from 1997 to 2020 pertaining to talent development, particularly inclusive nurturing, to enable frugal human resource management, i.e., developing human resource inclusive talent development (ITD) in a resource constrained environment. We address three major questions: to what degree is talent development (TD) represented in the wider talent management (TM) literature?; how does ITD contribute to individual talent growth and organizational performance?; and what are the limitations of current research on ITD? A total of 48 articles on TD, with 13 articles on ITD, are analyzed to provide theoretical and practical insights. This review presents research gaps on inclusive TD, and highlights future research directions, such as wider coverage to develop a more comprehensive scope, TD for low performers to improve their individual growth and organizational performance, application of frugal innovation through ITD, and association with resource-based view – valuable, rare, inimitability, and organized model (RBV-VRIO). While ITD coupled with other TM activities has significant effect on individual growth and organizational performance, the evidence for and discussion of this concept remains scarce. The research contributes to existing HRM literatures: (1) TD is a limited area of research and has minority representation within TM literature; (2) ITD is becoming increasingly crucial for individual talent growth and organizational performance towards a sustainable competitive advantage as primed by the RBV – VRIO model; and (3) key limitations of research on TD include one-sided perspectives to TD, lack of balance between individual talent growth and organizational performance, and other methodological weaknesses.