Human Resource Management Review最新文献

Managing the delivery of bad news is a crucial component of effective human resource management. However, the diversity of contexts in which this phenomenon has been studied has made it difficult to develop a consolidated theoretical and practical understanding of bad news delivery. Using an interdisciplinary integrative review (N = 685), we critically analyze how bad news delivery has been conceptualized as well as what interdisciplinary theoretical insights and practical guidance can be offered. Beyond identifying key challenges in the extant literature, we also provide a path forward by showcasing key opportunities, including how conceptualizing bad news delivery as a dialectic process that unfolds over time can further enhance theoretical insights and practical guidance for effectively managing bad news delivery in the workplace.

From a practical perspective, employers have the potential to serve as an important societal mechanism for tackling grand challenges like disenfranchisement because they wield significant financial, social, human, and political capital. We posit that they may also have an obligation to take positive action to help solve issues in the community in which they operate. One of the main ways in which employers interact with society is through the labor market, as represented by the human resource management (HRM) function. We believe that HRM has significant capacity for addressing disenfranchisement beyond the boundaries of the organization through both functional and normative policies and programs. Based on recent ethics-HRM scholarship, we go beyond the typical business case approach to present a moral argument based in utilitarian and universal theoretical perspectives for why employers should seek to mitigate the impact of George et al.'s (2016) four societal barriers that lead to disenfranchisement. We build a 2 × 3 matrix model based on HRM's societal support role (Podgorodnichenko, Edgar, & McAndrew, 2020), as well as pictorial models, that provides practical recommendations related to the HRM responsibility areas of staffing, compensation, and training and development designed to prevent disenfranchisement.

The concept of emotional intelligence has spanned researchers' interest to a considerable extent over the last decades and is now considered as a critical resource that helps individuals to deal with career challenges. However, no empirical effort to integrate these studies has been carried out yet. The current research addresses this gap by proposing an integrated theoretical model and conducting a systematic review and meta-analysis of emotional intelligence and its associations with career-related outcomes. Out of a total of 150 independent samples from published and unpublished studies representing N = 50,894 participants, our random-effects meta-analysis showed that emotional intelligence was significantly related to career adaptability, career decision-making self-efficacy, entrepreneurial self-efficacy, salary, career commitment, career decision-making difficulties, career satisfaction, entrepreneurial intentions, and turnover intentions. However, no significant correlations were found with job search self-efficacy and self-perceived employability. Overall, our work conveys important theoretical contributions but also provides recommendations and an agenda for future research.

In this paper, we review literature that examines employment outcomes for people with histories of incarceration. Previous research on formerly incarcerated individuals (FIIs) has highlighted almost exclusively the implications of the selection process and their stigmatization. The current paper provides insight on the experiences of FIIs navigating stigma during the job search process and while at work. Using 136 articles published from 2012 to 2022, we seek to offer a theoretical framework synthesizing and integrating research from several disciplines. First, we model the process of applying for and maintaining employment, from both the applicant's and employers' perspectives. Second, we identify key moderators at the individual and contextual level that influence FIIs' pre-and post-employment experiences. Third, we highlight significant knowledge gaps that are especially salient for human resource management scholars and propose future research directions. Finally, the paper concludes with a discussion of contributions to theory and research and practical implications.

Star employees are characterized by their high-status position in organizations. Yet, important distinctions in stardom are likely to exist among stars within an organization. These distinctions, in turn, may have important implications for not only the organization but also the stars themselves. Examining star employees via a resource perspective, we integrate conservation of resources theory and the theory of self-control strength to examine the risks and benefits associated with different levels of stardom. In this work we introduce and investigate two unique star profiles identified as the “superstar” and the “understudy.” Specifically, we examine both the potentially unforeseen risks associated with superstar status and the unanticipated benefits associated with understudy status. We further consider how characteristics of stars and contextual factors may serve as important contingencies. Given the extent to which stars guide organizational success and the intention of many employees to reach various levels of stardom, this work has important theoretical and practical implications.

The strategic human capital literature has largely overlooked the fact that knowledge stocks depreciate and that the speed of depreciation varies across settings and over time. We argue that the value of knowledge has a half-life and that numerous core predictions from the conventional human capital analysis change as the half-life shortens. This applies to the ability to extract rents from human capital, employee mobility patterns, employees' disincentive to invest in firm-specific human capital, and more. We also show that, at the limit, a sufficiently rapid rate of knowledge depreciation eliminates the importance of the distinction between general and firm-specific human capital for appropriation and employee mobility.

Nonprofit hybridization represents the adaptive response to a turbulent external and internal environment leading to tensions between contradictory goals (e.g. social and business goals). Although research has provided insights into the strategies for addressing the tensions stemming from hybridization, it has paid less attention to how strategic human resource management (SHRM) may play a role in managing these social-business tensions. Given the increasing complexity nonprofit organizations (NPOs) face, this hybrid context presents a valuable opportunity to examine the concept of SHRM “fit” in terms of different stakeholder demands, diverse and competing goals and resulting tensions. This article aims to conceptualize and contextualize SHRM fit in hybridized NPOs to gain a better understanding of how organizations can orientate their systems and practices to manage competing demands stemming from hybridization. Hereby, we use SHRM fit to illustrate the opportunities for and limitations on practice within a hybrid context. Bringing the nonprofit and hybrid literature together, we develop a typology of nonprofit hybridization that distinguishes NPOs according to their financial and social orientation and specify the tensions and management approaches that dominate these types. Drawing on the concept of SHRM fit, we advance a framework and propositions on how the management approaches in each of the types result in different configurations of vertical and horizontal fit that address social-business tensions. Hereby we extend current debates in the hybridization literature on tensions between opposing goals and research on SHRM approaches in NPOs and contribute to a theoretically-informed understanding of the implications of tension management approaches in variants of hybrid organizations.

Data analytics plays a crucial role in enhancing organizational decision-making. Various organizational disciplines have already embraced data analytics. However, human resources management is lagging in data-driven decision-making and, specifically, workforce analytics. Although an increasing number of studies explore the diffusion of workforce analytics, our understanding of why organizations decide to adopt workforce analytics and how organizations further institutionalize workforce analytics remains limited. Taking an HRM innovation and contextualized perspective, this systematic literature review aims to provide in-depth knowledge on factors driving workforce analytics adoption and institutionalization. The results, including relevant learnings from business analytics research, show the importance of competitive, institutional, heritage mechanisms, key decision-makers and actors, and HRM fit-related factors in the diffusion process. Based on the results of this review, various avenues for future research are presented. Additionally, insights from this literature review can help decision-makers allocate their scarce resources effectively and efficiently to cultivate workforce analytics as an organizational practice.

Feedback orientation reflects an individual difference in one's receptivity to feedback. We present the results of a meta-analysis of the feedback orientation literature. Based on k = 46 independent samples, representing n = 12,478 workers, meta-analytic results suggest that feedback orientation is positively related to learning goal orientation (r_c = 0.39), job satisfaction (r_c = 0.33), work performance (r_c = 0.35), and feedback seeking (r_c = 0.43). Meta-analytic regression and dominance analysis was used to tease apart how related informal feedback constructs (i.e., feedback seeking, feedback environment, & feedback orientation) aid in the prediction of outcomes, above and beyond two established predictors of job attitudes and work performance: role clarity and leader-member exchange. We also present an interactive exploratory data analysis tool to aid in developing future research questions regarding the connection between informal feedback constructs and work outcomes.

This paper provides a comprehensive review of continuity and change in the roles associated with the HR function and the tensions they entail, systematically covering over 50 years of research. It reveals that the normative models of HR roles, including the influential work of Ulrich (e.g., 1997), have stimulated greater interest in studying HR roles than the sociological studies conducted by the field’s pioneers. In terms of change, many HR specialists have sought to make a transition, through various means, towards a greater strategic role in organisations. The extent to which they have navigated this transition successfully has been influenced by complex, multi-level contingencies and by the varying interpretations and responses of the stakeholders involved in HRM. The literature analysis shows that the historical tensions associated with the HR function remain a defining continuity. As the paradox perspective suggests, they are lived with or adjusted to, with varying degrees of success. In contrast to the dichotomous view of HR roles that assumes a trade-off between strategic and operational roles, the review provides evidence of synergy or complementarity between them. This more integrative view of HR roles is clearly important for the pursuit of greater mutuality in the employment relationship, something that is often strongly valued by HR specialists. The paper includes recommendations for future research to develop the theories and the research process on HR roles and practical implications.