PurposeAlthough prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion.Design/methodology/approachThe authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing.FindingsThe results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload.Originality/valueCurrent literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.
{"title":"Employees' HR attributions count: the effects of high-performance work systems on employees' thriving at work and emotional exhaustion","authors":"Man Cao, Shuming Zhao, Jiaxi Chen, Hongjiang Lv","doi":"10.1108/pr-09-2021-0632","DOIUrl":"https://doi.org/10.1108/pr-09-2021-0632","url":null,"abstract":"PurposeAlthough prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion.Design/methodology/approachThe authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing.FindingsThe results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload.Originality/valueCurrent literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81546234","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis study aims to examine the effect of firm-specific skills on formal and informal training and development (T&D) effectiveness, job satisfaction, turnover intentions, and the moderating effect of job tenure on each hypothesized path. The authors adopt a micro perspective on human capital, arguing its significance to examine the role of job attitudes in developing firm-specific skills.Design/methodology/approachA total of 1,514 South Korean workers' responses were obtained from the Human Capital Corporate Panel dataset. This study conducted structural equation modeling (SEM) to examine the structural relationships between the study variables. A subsequent multigroup SEM was conducted to determine whether the structural model differed across job tenures by comparing the results for employees with more than and less than six years of tenure.FindingsThe findings indicate that (a) firm-specific skills have a negative effect on formal T&D effectiveness and no significant effect on informal T&D effectiveness; (b) firm-specific skills have a negative effect on job satisfaction and no significant effect on turnover intentions; (c) formal T&D effectiveness has a positive effect on job satisfaction and a negative effect on turnover intentions; (d) informal T&D effectiveness has a positive effect on job satisfaction and no significant effect on turnover intentions; and (e) job tenure partially moderates the relationships among the proposed study variables.Originality/valueThe study's findings provide new insights into human capital theory, focusing on whether firm-specific skills can be a source of sustained competitive advantage from employees' perspectives.
{"title":"Rethinking skill development in a VUCA world: firm-specific skills developed through training and development in South Korea","authors":"Junhee Kim, Kibum Kwon, Jee-Sun Choi","doi":"10.1108/pr-09-2022-0656","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0656","url":null,"abstract":"PurposeThis study aims to examine the effect of firm-specific skills on formal and informal training and development (T&D) effectiveness, job satisfaction, turnover intentions, and the moderating effect of job tenure on each hypothesized path. The authors adopt a micro perspective on human capital, arguing its significance to examine the role of job attitudes in developing firm-specific skills.Design/methodology/approachA total of 1,514 South Korean workers' responses were obtained from the Human Capital Corporate Panel dataset. This study conducted structural equation modeling (SEM) to examine the structural relationships between the study variables. A subsequent multigroup SEM was conducted to determine whether the structural model differed across job tenures by comparing the results for employees with more than and less than six years of tenure.FindingsThe findings indicate that (a) firm-specific skills have a negative effect on formal T&D effectiveness and no significant effect on informal T&D effectiveness; (b) firm-specific skills have a negative effect on job satisfaction and no significant effect on turnover intentions; (c) formal T&D effectiveness has a positive effect on job satisfaction and a negative effect on turnover intentions; (d) informal T&D effectiveness has a positive effect on job satisfaction and no significant effect on turnover intentions; and (e) job tenure partially moderates the relationships among the proposed study variables.Originality/valueThe study's findings provide new insights into human capital theory, focusing on whether firm-specific skills can be a source of sustained competitive advantage from employees' perspectives.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74513464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.Design/methodology/approachSurvey data were collected among employees in the retail sector.FindingsA core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.Practical implicationsFor human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.Originality/valueThis study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.
{"title":"How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge","authors":"D. De Clercq, M. Aboramadan, Yasir Mansoor Kundi","doi":"10.1108/pr-11-2022-0764","DOIUrl":"https://doi.org/10.1108/pr-11-2022-0764","url":null,"abstract":"PurposeThis study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.Design/methodology/approachSurvey data were collected among employees in the retail sector.FindingsA core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.Practical implicationsFor human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.Originality/valueThis study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74730986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.Design/methodology/approachData were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.FindingsThe study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.Practical implicationsThis research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.Originality/valueThis study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.
{"title":"How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management","authors":"Leila Afshari, M. Ahmad, Talha Mansoor","doi":"10.1108/pr-12-2022-0869","DOIUrl":"https://doi.org/10.1108/pr-12-2022-0869","url":null,"abstract":"PurposeThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.Design/methodology/approachData were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.FindingsThe study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.Practical implicationsThis research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.Originality/valueThis study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73014519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rana Muhammad Naeem, Q. Weng, Zahid Hameed, G. A. Arain, Z. Islam
PurposeStudies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.Design/methodology/approach Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).FindingsAcross the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.Practical implicationsThe findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.Originality/valueThis study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.
{"title":"Supervisor incivility and counterproductive work behavior: the role of job and personal resources","authors":"Rana Muhammad Naeem, Q. Weng, Zahid Hameed, G. A. Arain, Z. Islam","doi":"10.1108/pr-09-2022-0603","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0603","url":null,"abstract":"PurposeStudies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.Design/methodology/approach Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).FindingsAcross the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.Practical implicationsThe findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.Originality/valueThis study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85428118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.Design/methodology/approachThrough a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.FindingsThe authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.Research limitations/implicationsThe study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.Originality/valueWhile AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.
{"title":"The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations","authors":"D. Dutta, Anasha Kannan Poyil","doi":"10.1108/pr-09-2022-0658","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0658","url":null,"abstract":"PurposeThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.Design/methodology/approachThrough a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.FindingsThe authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.Research limitations/implicationsThe study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.Originality/valueWhile AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75930146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Chia-huei Wu, Matthew Davis, Hannah Collis, Helen P. N. Hughes, Linhao Fang
PurposeThis study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.Design/methodology/approachA total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.FindingsResults show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.Originality/valueThis study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.
{"title":"A diary study on location autonomy and employee mental distress: the mediating role of task-environment fit","authors":"Chia-huei Wu, Matthew Davis, Hannah Collis, Helen P. N. Hughes, Linhao Fang","doi":"10.1108/pr-01-2023-0011","DOIUrl":"https://doi.org/10.1108/pr-01-2023-0011","url":null,"abstract":"PurposeThis study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.Design/methodology/approachA total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.FindingsResults show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.Originality/valueThis study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88473696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposePerceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.Design/methodology/approachDrawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.FindingsThe authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.Practical implicationsThe paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.Originality/valueThis paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.
{"title":"Inside out and upside down? Perceptions of temporary employment histories in the time of COVID","authors":"Fei Song, Danielle Lamb","doi":"10.1108/pr-07-2022-0468","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0468","url":null,"abstract":"PurposePerceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.Design/methodology/approachDrawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.FindingsThe authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.Practical implicationsThe paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.Originality/valueThis paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78237263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeDrawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion.Design/methodology/approachThe authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables.FindingsThe principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion.Practical implicationsSchool administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing.Originality/valueDiffering from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.
{"title":"The dual-level effects of authentic leadership on teacher wellbeing: the mediating role of psychological availability","authors":"Zhihua Xu, Fu Yang","doi":"10.1108/pr-11-2021-0792","DOIUrl":"https://doi.org/10.1108/pr-11-2021-0792","url":null,"abstract":"PurposeDrawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion.Design/methodology/approachThe authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables.FindingsThe principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion.Practical implicationsSchool administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing.Originality/valueDiffering from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88168400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Dash, Sushant Ranjan, N. Bhardwaj, Siddhartha K. Rastogi
PurposeThe study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.Design/methodology/approachThe study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.FindingsThe antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.Practical implicationsWorkplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.Originality/valueThe study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.
{"title":"Workplace ostracism: a qualitative enquiry","authors":"S. Dash, Sushant Ranjan, N. Bhardwaj, Siddhartha K. Rastogi","doi":"10.1108/pr-06-2022-0454","DOIUrl":"https://doi.org/10.1108/pr-06-2022-0454","url":null,"abstract":"PurposeThe study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.Design/methodology/approachThe study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.FindingsThe antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.Practical implicationsWorkplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.Originality/valueThe study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75117508","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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