Donna Derksen, Parth Patel, S. Mohyuddin, Verma Prikshat, Sehrish Shahid
PurposeThis paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions.Design/methodology/approachThis paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment.FindingsThe findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments.Originality/valueThe novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.
目的提出一个外籍人士心理适应模型，该模型假设外籍人士心理健康是心理适应的先决条件。它提出了新的出发前和抵达后的国际人力资源管理(IHRM)外籍人员管理心理健康支持干预措施。本文批判性地回顾了国际人力资源管理领域中围绕外派人员心理调整的理论框架，如u型曲线调整理论(Lysgaard, 1995)、国际调整框架(Black et al.， 1991)、外派人员调整维度(Haslberger et al.， 2013)和压力结果模型(Bader and Berg, 2014)，以期建立一个新的概念框架。本研究提出了一个新的概念框架，并提出了考虑心理健康与外籍人士心理适应关系的建议。研究结果表明，心理健康是心理调整的先决条件。本文提出了支持心理健康的人力资源管理外籍员工管理干预措施，以解决外籍员工心理适应的潜在失败。作者详细阐述了IHRM外派人员管理在母国和东道国的政策和做法，以确保公司派往国际任务的外派人员的心理健康。原创性/价值这一新的概念框架将心理健康作为外籍人员调整的先决条件，同时考虑到COVID-19等情境事件的压力升高，这在以前没有得到国际人力资源管理领域的研究学者的实质性正式考虑。概念框架鼓励在未来的研究中纳入心理健康作为一个先决条件。
{"title":"Mental health and expatriate psychological adjustment post-COVID: towards a new framework","authors":"Donna Derksen, Parth Patel, S. Mohyuddin, Verma Prikshat, Sehrish Shahid","doi":"10.1108/pr-04-2023-0282","DOIUrl":"https://doi.org/10.1108/pr-04-2023-0282","url":null,"abstract":"PurposeThis paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions.Design/methodology/approachThis paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment.FindingsThe findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments.Originality/valueThe novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79451863","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}
PurposeImpoverished employee mental health is harmful to employees and organisational performance. There is emerging interest in employee mental health in the human resource management (HRM) field. The majority of these studies mainly focus on the organisational and individual levels from the psychological and managerial perspectives without considering the sectoral characteristics and societal context.Design/methodology/approachThis perspective paper draws on extant literature as well as 10 informal interviews with medical professionals, organisational leaders in the public sector, teachers and HR professionals to shed light on employee mental health research, practice and challenges in the Chinese context.FindingsThis paper reveals national, sectoral, occupational and individual factors that shape mental health problems, individual coping mechanisms and organisational interventions. It also shows international influence on employee mental health in the form of institutional pressure and knowledge transfer.Research limitations/implicationsThere is limited research on employee mental health and HRM in the Chinese context, which restricts the scope of discussion in this paper, but at the same time presents rich future research opportunities that may be relevant to other national settings.Practical implicationsManaging the mental health of the workforce is part of the mental health management of the population, which means a holistic approach to building a mental health eco-system needs to be adopted. The authors call for more research on employee mental health in the Chinese context to provide evidence to support policy development and organisational efforts to scale up mental health services at the national and organisational levels. The authors also provide practical recommendations for policymakers and employing organisations.Originality/valueThe authors present a multi-level and multi-factor overview related to employee mental health in the Chinese context. The authors argue for a resource-based and multi-stakeholder approach, which will help inform and improve mental health policy and practice. The authors present several avenues for future scholarship and research. The authors extend the research frontiers of employee mental health issues by calling for the inclusion of a broader range of theoretical lenses including institutional theory, cultural and spiritual perspective and critical sociology to understand more fully how employee mental health conditions may be undermined or improved.
{"title":"Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice","authors":"F. Cooke, Wenqiong Xu","doi":"10.1108/pr-05-2023-0377","DOIUrl":"https://doi.org/10.1108/pr-05-2023-0377","url":null,"abstract":"PurposeImpoverished employee mental health is harmful to employees and organisational performance. There is emerging interest in employee mental health in the human resource management (HRM) field. The majority of these studies mainly focus on the organisational and individual levels from the psychological and managerial perspectives without considering the sectoral characteristics and societal context.Design/methodology/approachThis perspective paper draws on extant literature as well as 10 informal interviews with medical professionals, organisational leaders in the public sector, teachers and HR professionals to shed light on employee mental health research, practice and challenges in the Chinese context.FindingsThis paper reveals national, sectoral, occupational and individual factors that shape mental health problems, individual coping mechanisms and organisational interventions. It also shows international influence on employee mental health in the form of institutional pressure and knowledge transfer.Research limitations/implicationsThere is limited research on employee mental health and HRM in the Chinese context, which restricts the scope of discussion in this paper, but at the same time presents rich future research opportunities that may be relevant to other national settings.Practical implicationsManaging the mental health of the workforce is part of the mental health management of the population, which means a holistic approach to building a mental health eco-system needs to be adopted. The authors call for more research on employee mental health in the Chinese context to provide evidence to support policy development and organisational efforts to scale up mental health services at the national and organisational levels. The authors also provide practical recommendations for policymakers and employing organisations.Originality/valueThe authors present a multi-level and multi-factor overview related to employee mental health in the Chinese context. The authors argue for a resource-based and multi-stakeholder approach, which will help inform and improve mental health policy and practice. The authors present several avenues for future scholarship and research. The authors extend the research frontiers of employee mental health issues by calling for the inclusion of a broader range of theoretical lenses including institutional theory, cultural and spiritual perspective and critical sociology to understand more fully how employee mental health conditions may be undermined or improved.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"64 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84179456","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 explored the challenges academics faced with work structures during the COVID-19 pandemic and their implications for their work–life balance (WLB).Design/methodology/approachRelying on the interpretative paradigm and the qualitative research method, the dataset consists of semi-structured interviews with 43 academics in the United Kingdom.FindingsThis study’s findings indicate that academics in the UK experience issues around increased boundary permeability between work and nonwork domains and role overlap, which engender the transfer of negative rather than positive spillover experiences and exacerbate negative consequences to the well-being of academics. ICTs also reinforced gendered work-family boundaries and generated more negative work–life/family spillover for women than for men.Practical implicationsHigher Education Institutions (HEIs) need to address ICT-related health issues through better work designs and HR initiatives that respond to the health requirements of academics. Policymakers should be futuristic and ensure comprehensive work–life policies for academics, which are necessary for humanising overall organisational well-being.Originality/valueAlthough COVID-19 challenges are common to all workers, the experiences and effects on specific workers (in this case, UK academics) within specific national jurisdictions play out differentially, and they are often experienced with different levels of depth and intensity.
{"title":"Technology infiltration: permeable boundaries and work–life spillover experiences among academics in the United Kingdom during the COVID-19 pandemic","authors":"C. Mordi, H. Ajonbadi, O. Adekoya","doi":"10.1108/pr-10-2022-0693","DOIUrl":"https://doi.org/10.1108/pr-10-2022-0693","url":null,"abstract":"PurposeThis study explored the challenges academics faced with work structures during the COVID-19 pandemic and their implications for their work–life balance (WLB).Design/methodology/approachRelying on the interpretative paradigm and the qualitative research method, the dataset consists of semi-structured interviews with 43 academics in the United Kingdom.FindingsThis study’s findings indicate that academics in the UK experience issues around increased boundary permeability between work and nonwork domains and role overlap, which engender the transfer of negative rather than positive spillover experiences and exacerbate negative consequences to the well-being of academics. ICTs also reinforced gendered work-family boundaries and generated more negative work–life/family spillover for women than for men.Practical implicationsHigher Education Institutions (HEIs) need to address ICT-related health issues through better work designs and HR initiatives that respond to the health requirements of academics. Policymakers should be futuristic and ensure comprehensive work–life policies for academics, which are necessary for humanising overall organisational well-being.Originality/valueAlthough COVID-19 challenges are common to all workers, the experiences and effects on specific workers (in this case, UK academics) within specific national jurisdictions play out differentially, and they are often experienced with different levels of depth and intensity.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"12 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90062142","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}
I. Elbendary, A. Elsetouhi, M. Marie, Abdullah M. Aljafari
PurposeThis study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.Design/methodology/approachA mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).FindingsThe findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.Originality/valueTo the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.
{"title":"A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy","authors":"I. Elbendary, A. Elsetouhi, M. Marie, Abdullah M. Aljafari","doi":"10.1108/pr-03-2021-0188","DOIUrl":"https://doi.org/10.1108/pr-03-2021-0188","url":null,"abstract":"PurposeThis study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.Design/methodology/approachA mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).FindingsThe findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.Originality/valueTo the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"44 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78069477","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}
Uma Jogulu, N. Green, E. Franken, Alexis Vassiley, T. Bentley, Leigh-ann Onnis
PurposeThis study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA).Design/methodology/approachThirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories.FindingsThe authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions.Research limitations/implicationsWhile the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers.Practical implicationsThe authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways.Originality/valueThe evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.
{"title":"Work arrangement “yo-yo”: forced flexibility from the office to home and back again","authors":"Uma Jogulu, N. Green, E. Franken, Alexis Vassiley, T. Bentley, Leigh-ann Onnis","doi":"10.1108/pr-02-2023-0088","DOIUrl":"https://doi.org/10.1108/pr-02-2023-0088","url":null,"abstract":"PurposeThis study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA).Design/methodology/approachThirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories.FindingsThe authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions.Research limitations/implicationsWhile the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers.Practical implicationsThe authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways.Originality/valueThe evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79284131","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}
Aurelia Engelsberger, J. Cavanagh, T. Bartram, B. Halvorsen
PurposeThe purpose of the study was to maximize team members' collaboration and develop relationships in a newly formed team to engage with internal and external partners to achieve open innovation (OI) in product development. The authors examine the role of collaborative human resource management (HRM) and relational leadership (RL) in this process.Design/methodology/approachThe study took a two-stage qualitative methodological approach to examine relational leadership as it emerges in a newly formed cross-functional team at a large German fashion house. In stage one, 10 interviews were conducted with members of the new project team over three months and in stage two six external knowledge exchange partners were interviewed.FindingsCollaborative HRM promotes greater social exchange, trust and commitment of team members internal and external to the organization to support the emergence of RL, which is critical for OI. The authors found that collaborative HRM practices such as team-based recruitment, team-based training, team-based performance management with rewards systems and job design support the emergence of RL. Moreover, RL practices such as congruence and commitment towards team goals subsequently promoted the development of knowledge sourcing and sharing (KSS) to support OI.Originality/valueThe study is the first to demonstrate how collaborative HRM enables RL practices to help newly formed teams overcome challenges with achieving KSS to successfully engage with internal and external partners for OI. The authors contribute to HRM theory development of the relationship between HRM and OI by conceptualizing the OI process as a social construction through collaborative HRM and relational leadership.
{"title":"Maximizing team development for open innovation in digital product development: the role of collaborative HRM and relational leadership","authors":"Aurelia Engelsberger, J. Cavanagh, T. Bartram, B. Halvorsen","doi":"10.1108/pr-09-2022-0657","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0657","url":null,"abstract":"PurposeThe purpose of the study was to maximize team members' collaboration and develop relationships in a newly formed team to engage with internal and external partners to achieve open innovation (OI) in product development. The authors examine the role of collaborative human resource management (HRM) and relational leadership (RL) in this process.Design/methodology/approachThe study took a two-stage qualitative methodological approach to examine relational leadership as it emerges in a newly formed cross-functional team at a large German fashion house. In stage one, 10 interviews were conducted with members of the new project team over three months and in stage two six external knowledge exchange partners were interviewed.FindingsCollaborative HRM promotes greater social exchange, trust and commitment of team members internal and external to the organization to support the emergence of RL, which is critical for OI. The authors found that collaborative HRM practices such as team-based recruitment, team-based training, team-based performance management with rewards systems and job design support the emergence of RL. Moreover, RL practices such as congruence and commitment towards team goals subsequently promoted the development of knowledge sourcing and sharing (KSS) to support OI.Originality/valueThe study is the first to demonstrate how collaborative HRM enables RL practices to help newly formed teams overcome challenges with achieving KSS to successfully engage with internal and external partners for OI. The authors contribute to HRM theory development of the relationship between HRM and OI by conceptualizing the OI process as a social construction through collaborative HRM and relational leadership.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86809435","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}
Eileen Aitken-Fox, Jane Coffey, Kantha Dayaram, Scott Fitzgerald, Stephen McKenna, A. Tian
{"title":"Guest editorial: The changing role of HRM through crisis: from response to recovery","authors":"Eileen Aitken-Fox, Jane Coffey, Kantha Dayaram, Scott Fitzgerald, Stephen McKenna, A. Tian","doi":"10.1108/pr-08-2023-918","DOIUrl":"https://doi.org/10.1108/pr-08-2023-918","url":null,"abstract":"","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"47 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88276397","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}
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":"16 1","pages":""},"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":"249 1","pages":""},"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":"48 1","pages":""},"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}
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