PurposeOrganizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.Design/methodology/approachThe authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.FindingsThis research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.Research limitations/implicationsAlthough the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.Practical implicationsCSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.Social implicationsThis study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.Originality/valueThe originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors e
优先考虑人文责任的组织为作为最重要利益相关者的员工创造了一个有价值的环境。然而，尽管有许多企业社会责任模型和研究强调利益相关者的考虑，但企业社会责任长期以来的“社会”方面抑制了其人文主义责任。因此，本研究建议超越企业社会责任的前提和结果，探索企业社会责任感知如何在组织内外促进其人文责任。设计/方法/途径作者遵循Sendjaya et al.(2008)开发和验证感知企业人文责任(CHR)量表的方法。研究1验证了CHR的内容。研究二建立了量表的信度、内部一致性、单一性和判别效度。作者在接下来的章节中描述了每一项研究。本研究在早期人文关怀/人文主义概念的基础上，为商业领袖制作了一套全面的感知人文关怀项目。通过解构企业人力资源管理理论，细颗粒概念化提供了以员工为中心的工作场所、健康的内部沟通、整体薪酬、企业社会责任承诺行为和整体培训与发展，以评估企业人力资源管理如何培养鼓励社会责任行为的人性化工作场所。反过来，这将对员工的福祉产生巨大影响，进而促进社会福祉。研究局限/启示虽然感知CHR量表的心理测量特性已经通过定性和定量研究的多种测试得到证实，但这一新开发的量表需要进一步研究，以探讨内部或外部相关因素是否影响组织的人文责任。社会责任是关于关爱人类和地球的。作者揭示了企业社会责任人性化的一面是什么，以及如何为企业领导者推进他们的人力资源管理实践和负责任的管理学习。感知到的企业社会责任维度可以指导企业领导者在工作场所内外促进多维的人文行为，这些行为超越了如何加强企业的人文责任行为，通过阐明企业社会责任的“社会”方面应该如何首先为员工福利发挥作用来促进企业社会责任。社会影响本研究响应可持续发展目标(SDG)，与可持续发展目标3(良好的健康和福祉)和可持续发展目标8(体面的工作和经济增长)最一致，通过促进人道主义工作场所，并影响联合国负责任管理原则，鼓励大学教育学生在企业管理中的人文主义概念。独创性/价值独创性在于对企业人力资源的实证研究。通过结合人本主义/人本管理和人力资源管理的原始概念，作者从经验上阐述了人力资源管理如何作为一种精心设计的企业人文综合来实际实施。
{"title":"From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHR","authors":"V. Koon, Y. Fujimoto","doi":"10.1108/pr-07-2022-0491","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0491","url":null,"abstract":"PurposeOrganizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.Design/methodology/approachThe authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.FindingsThis research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.Research limitations/implicationsAlthough the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.Practical implicationsCSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.Social implicationsThis study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.Originality/valueThe originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors e","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"16 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83004781","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}
Ambreen Sarwar, Muhammad Kashif Imran, Hira Hafeez, Muhammad Zaheer, Tehreem Fatima
Purpose The study aims to investigate the impact of workplace ostracism (WO) and fear of the COVID-19 pandemic on the family life of restaurant employees. This research is based on the conservation of resources (COR) theory and work–family interface model to understand the theoretical underpinnings of mistreatment in the food sector during the COVID-19 pandemic. Design/methodology/approach The study utilized a survey with a structured questionnaire to collect time-lagged data from 238 restaurant employees in the central region of Punjab province in Pakistan. The collected data were analyzed using the SPSS tool with modern-day techniques like bootstrapping, process macro and SmartPLS. Findings The study reveals that perceived stress levels of the employees increase due to ostracism, leading to work–family conflict. Furthermore, the study found that employees who fear COVID-19 are less stressed by ostracism. Originality/value The study's significant contribution lies in demonstrating that the impact of ostracism in the workplace is quite different from what was expected. The results have shown that ostracism can reduce the perceived stress levels of employees, leading to a decrease in work–family conflict, especially in the presence of fear of COVID-19.
{"title":"Does workplace ostracism negatively affect family life during a pandemic?","authors":"Ambreen Sarwar, Muhammad Kashif Imran, Hira Hafeez, Muhammad Zaheer, Tehreem Fatima","doi":"10.1108/pr-02-2022-0128","DOIUrl":"https://doi.org/10.1108/pr-02-2022-0128","url":null,"abstract":"Purpose The study aims to investigate the impact of workplace ostracism (WO) and fear of the COVID-19 pandemic on the family life of restaurant employees. This research is based on the conservation of resources (COR) theory and work–family interface model to understand the theoretical underpinnings of mistreatment in the food sector during the COVID-19 pandemic. Design/methodology/approach The study utilized a survey with a structured questionnaire to collect time-lagged data from 238 restaurant employees in the central region of Punjab province in Pakistan. The collected data were analyzed using the SPSS tool with modern-day techniques like bootstrapping, process macro and SmartPLS. Findings The study reveals that perceived stress levels of the employees increase due to ostracism, leading to work–family conflict. Furthermore, the study found that employees who fear COVID-19 are less stressed by ostracism. Originality/value The study's significant contribution lies in demonstrating that the impact of ostracism in the workplace is quite different from what was expected. The results have shown that ostracism can reduce the perceived stress levels of employees, leading to a decrease in work–family conflict, especially in the presence of fear of COVID-19.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136161902","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}
Introduction The world of work has significantly changed in recent years. For a long period of time, the focus has been on more conventional forms, such as full-time factory and office-based forms with their contractual relationships andmanagement. However, there have always beenwork that are labelled as “non-traditional” forms of work. To describe the changing nature of work, a range of terms are increasingly used, often interchangeably, in not only common parlance and the media, but also academia. These include gig, on-demand, freelance, contract or otherwise non-permanent work. The concept of the sharing economy, defined as the sharing of goods and services for commercial and non-commercial purposes via digital platforms without the transfer of ownership (Acquier et al., 2017; Benoit et al., 2017; Klarin and Suseno, 2021), has been considered as an umbrella term of these “non-traditional” forms of work. This covers the sharing of goods and services in areas ranging from accommodation, transportation, travel, durables and consumer goods to professional and personal services. The key element of the sharing economy is a shift from owning goods and resources to sharing them (Belk, 2014; Gerwe and Silva, 2020). The sharing economy has essentially created a new business model that enables individuals to collaboratively utilise “idle” assets and services and facilitates a wide range of exchanges around the world (Eckhardt and Bardhi, 2015). Scholars have drawn attention to how the sharing economy fosters innovations (Weber et al., 2019) and enables peer-to-peer sharing which gives users access to services and “owners” offering those services (Benjaafar et al., 2019). Studies on the sharing economy have also highlighted that the new type of economy lowers transaction costs for users and providers (Lamberton and Rose, 2012; Munger, 2018) and promotes flexible working arrangements (De Stefano, 2015; Sundararajan, 2016). The rapid development and spread of ubiquitous and cheap technologies mean the pervasiveness of non-traditional work has broadened in scope and reach. One early example was “Mechanical Turk”, a website owned and operated by Amazon since its creation in 2005. The name comes from an 18th century chess-playing device where challengers competed against the Turk, believing they were competing against a mechanised, automated machine. However, it was an illusion as in fact challengers competed against a person hidden inside. The platform was intended to exploit the fact that humans can easily perform certain tasks that were difficult for computers by connecting those whowanted research done with those whowere willing to do it. Technology has undoubtedly served as the intermediary, in the form of a platform, acting as a bridge between providers and users (Kumar et al., 2018). This business model was popularised by two Silicon Valley start-ups, Airbnb in 2007 and Uber in 2009, with now a lot more platform providers and participants in the sharing
近年来，职场发生了巨大的变化。在很长一段时间里，人们关注的是更传统的形式，比如全职工厂和以办公室为基础的形式，以及它们的合同关系和管理。然而，总有一些工作被贴上了“非传统”工作形式的标签。为了描述不断变化的工作性质，越来越多地使用一系列术语，这些术语通常可以互换，不仅在日常用语和媒体中，而且在学术界也是如此。这些包括零工、按需、自由职业、合同或其他非永久性工作。共享经济的概念，定义为在不转移所有权的情况下，通过数字平台为商业和非商业目的共享商品和服务(Acquier et al.， 2017;Benoit et al.， 2017;Klarin和Suseno, 2021)被认为是这些“非传统”工作形式的总称。这包括从住宿、交通、旅行、耐用品和消费品到专业和个人服务等领域的商品和服务的共享。共享经济的关键要素是从拥有商品和资源到共享它们的转变(Belk, 2014;Gerwe和Silva, 2020)。共享经济实质上创造了一种新的商业模式，使个人能够协同利用“闲置”资产和服务，并促进全球范围内的广泛交流(Eckhardt和Bardhi, 2015)。学者们已经注意到共享经济如何促进创新(Weber等人，2019)，并实现点对点共享，使用户能够获得服务和提供这些服务的“所有者”(Benjaafar等人，2019)。关于共享经济的研究也强调，这种新型经济降低了用户和提供者的交易成本(Lamberton and Rose, 2012;Munger, 2018)，提倡灵活的工作安排(De Stefano, 2015;Sundararajan, 2016)。无处不在的廉价技术的迅速发展和传播意味着非传统工作的普遍性已经扩大了范围和范围。一个早期的例子是“Mechanical Turk”，这是一个自2005年创建以来由亚马逊拥有和运营的网站。这个名字来自于18世纪的一种国际象棋设备，挑战者们在那里与土耳其人竞争，他们相信自己是在与一台机械化、自动化的机器竞争。然而，这是一种错觉，因为实际上挑战者与隐藏在里面的人竞争。该平台旨在利用这样一个事实，即人类可以轻松地完成某些计算机难以完成的任务，将需要研究的人与愿意做研究的人联系起来。毫无疑问，技术以平台的形式充当中介，充当提供者和用户之间的桥梁(Kumar et al.， 2018)。这种商业模式是由两家硅谷初创企业——2007年的Airbnb和2009年的Uber——推广开来的，现在有更多的平台提供商和共享经济的参与者。包括零工在内的共享经济概念不仅被媒体报道，而且还渗透到流行词汇和文化中，比如电影。一个很好的例子是2019年肯·洛奇的《对不起，我们错过了你》。这生动地描绘了在零工经济中，包裹快递公司和护理提供商的家庭生活。客人编辑
{"title":"Guest editorial: A different world of work: the sharing economy and (in)equity, identity and rewards","authors":"Y. Suseno, C. Rowley","doi":"10.1108/pr-04-2023-915","DOIUrl":"https://doi.org/10.1108/pr-04-2023-915","url":null,"abstract":"Introduction The world of work has significantly changed in recent years. For a long period of time, the focus has been on more conventional forms, such as full-time factory and office-based forms with their contractual relationships andmanagement. However, there have always beenwork that are labelled as “non-traditional” forms of work. To describe the changing nature of work, a range of terms are increasingly used, often interchangeably, in not only common parlance and the media, but also academia. These include gig, on-demand, freelance, contract or otherwise non-permanent work. The concept of the sharing economy, defined as the sharing of goods and services for commercial and non-commercial purposes via digital platforms without the transfer of ownership (Acquier et al., 2017; Benoit et al., 2017; Klarin and Suseno, 2021), has been considered as an umbrella term of these “non-traditional” forms of work. This covers the sharing of goods and services in areas ranging from accommodation, transportation, travel, durables and consumer goods to professional and personal services. The key element of the sharing economy is a shift from owning goods and resources to sharing them (Belk, 2014; Gerwe and Silva, 2020). The sharing economy has essentially created a new business model that enables individuals to collaboratively utilise “idle” assets and services and facilitates a wide range of exchanges around the world (Eckhardt and Bardhi, 2015). Scholars have drawn attention to how the sharing economy fosters innovations (Weber et al., 2019) and enables peer-to-peer sharing which gives users access to services and “owners” offering those services (Benjaafar et al., 2019). Studies on the sharing economy have also highlighted that the new type of economy lowers transaction costs for users and providers (Lamberton and Rose, 2012; Munger, 2018) and promotes flexible working arrangements (De Stefano, 2015; Sundararajan, 2016). The rapid development and spread of ubiquitous and cheap technologies mean the pervasiveness of non-traditional work has broadened in scope and reach. One early example was “Mechanical Turk”, a website owned and operated by Amazon since its creation in 2005. The name comes from an 18th century chess-playing device where challengers competed against the Turk, believing they were competing against a mechanised, automated machine. However, it was an illusion as in fact challengers competed against a person hidden inside. The platform was intended to exploit the fact that humans can easily perform certain tasks that were difficult for computers by connecting those whowanted research done with those whowere willing to do it. Technology has undoubtedly served as the intermediary, in the form of a platform, acting as a bridge between providers and users (Kumar et al., 2018). This business model was popularised by two Silicon Valley start-ups, Airbnb in 2007 and Uber in 2009, with now a lot more platform providers and participants in the sharing","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"33 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88054682","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 extant research on trust focuses on the dyadic relationship (trustor-trustee), the effectiveness of an employee's outcome may vary depending on the features of trust networks. This study examined how an employee's centrality in two types of trust networks (cognitive and affective) among coworkers is associated with employee job performance. Further, this study highlighted the mediating role of compassionate help in the effect of affective trust networks on individual performance.Design/methodology/approachSurvey data were collected from 204 employees and 39 team leaders in South Korea. Data were analyzed using structural equation modeling.FindingsThe results indicated that cognitive trust centrality is positively associated with employee job performance, but affective trust centrality is not. However, an affective trust centrality indirectly increases individual performance via compassionate helping from coworkers.Originality/valueThis study contributes to a better understanding of trust networks and compassionate helping and expands both trust literature and HQR research.
{"title":"Trust networks, compassionate helping and employee performance","authors":"Jeeyoung Kim, Myung-Ho Chung","doi":"10.1108/pr-08-2021-0593","DOIUrl":"https://doi.org/10.1108/pr-08-2021-0593","url":null,"abstract":"PurposeAlthough extant research on trust focuses on the dyadic relationship (trustor-trustee), the effectiveness of an employee's outcome may vary depending on the features of trust networks. This study examined how an employee's centrality in two types of trust networks (cognitive and affective) among coworkers is associated with employee job performance. Further, this study highlighted the mediating role of compassionate help in the effect of affective trust networks on individual performance.Design/methodology/approachSurvey data were collected from 204 employees and 39 team leaders in South Korea. Data were analyzed using structural equation modeling.FindingsThe results indicated that cognitive trust centrality is positively associated with employee job performance, but affective trust centrality is not. However, an affective trust centrality indirectly increases individual performance via compassionate helping from coworkers.Originality/valueThis study contributes to a better understanding of trust networks and compassionate helping and expands both trust literature and HQR research.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"63 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76043679","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}
PurposeIrrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.Design/methodology/approachData were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.FindingsThe findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.Originality/valueThis study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.
{"title":"Collectively crafting the sales job: linking charismatic leadership to sales teams’ performance","authors":"T. Luu","doi":"10.1108/pr-08-2020-0634","DOIUrl":"https://doi.org/10.1108/pr-08-2020-0634","url":null,"abstract":"PurposeIrrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.Design/methodology/approachData were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.FindingsThe findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.Originality/valueThis study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"31 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72524141","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}
Zahide Karakitapoğlu-Aygün, B. Erdogan, D. Caughlin, T. Bauer
PurposeTransformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).Design/methodology/approachThe authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.FindingsTFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.Originality/valueFirst, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.
{"title":"Transformational leadership, idiosyncratic deals and employee outcomes","authors":"Zahide Karakitapoğlu-Aygün, B. Erdogan, D. Caughlin, T. Bauer","doi":"10.1108/pr-07-2022-0470","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0470","url":null,"abstract":"PurposeTransformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).Design/methodology/approachThe authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.FindingsTFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.Originality/valueFirst, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"80 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88769959","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 authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.Design/methodology/approachEmploying qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.FindingsIn handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.Originality/valueThe central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.
{"title":"On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints","authors":"A. Adikaram, Pavithra Kailasapathy","doi":"10.1108/pr-03-2022-0201","DOIUrl":"https://doi.org/10.1108/pr-03-2022-0201","url":null,"abstract":"PurposeThe authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.Design/methodology/approachEmploying qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.FindingsIn handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.Originality/valueThe central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"3 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72501521","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}
Salomé Goñi-Legaz, Imanol Núñez, Andrea Ollo-López
PurposeThis paper aims to investigate how home-based telework (HBT) affects job stress. The authors argue that an intrinsic effect of telework like work extension mediates this relationship. Work extension is reflected in two employee behaviours: working in free time and presentism.Design/methodology/approachThe proposed model has been estimated using the Preacher and Hayes bootstrap method for multiple mediation analysis, with 1,000 repetitions. The data used come from the sixth European Working Conditions Survey.FindingsThe analysis indicates that HBT does not pose an inherent risk for job stress but causes a change in the employees' behaviour, increasing working in free time and presenteeism and thus job stress. The mediation model indicates that once these behaviours are controlled, the effect of HBT is to reduce stress.Research limitations/implicationsThe authors argue that companies should focus on human resource practices to control workers' behaviours that have a detrimental effect on job stress while institutions should regulate HBT.Originality/valueThe analysis deepens the unclear relationship between HBT and job stress by introducing employees' behaviours concerning work extension into the equation.
{"title":"Home-based telework and job stress: the mediation effect of work extension","authors":"Salomé Goñi-Legaz, Imanol Núñez, Andrea Ollo-López","doi":"10.1108/pr-02-2022-0111","DOIUrl":"https://doi.org/10.1108/pr-02-2022-0111","url":null,"abstract":"PurposeThis paper aims to investigate how home-based telework (HBT) affects job stress. The authors argue that an intrinsic effect of telework like work extension mediates this relationship. Work extension is reflected in two employee behaviours: working in free time and presentism.Design/methodology/approachThe proposed model has been estimated using the Preacher and Hayes bootstrap method for multiple mediation analysis, with 1,000 repetitions. The data used come from the sixth European Working Conditions Survey.FindingsThe analysis indicates that HBT does not pose an inherent risk for job stress but causes a change in the employees' behaviour, increasing working in free time and presenteeism and thus job stress. The mediation model indicates that once these behaviours are controlled, the effect of HBT is to reduce stress.Research limitations/implicationsThe authors argue that companies should focus on human resource practices to control workers' behaviours that have a detrimental effect on job stress while institutions should regulate HBT.Originality/valueThe analysis deepens the unclear relationship between HBT and job stress by introducing employees' behaviours concerning work extension into the equation.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"23 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81651295","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 aims of this critical review are to identify the mentor characteristics that lead to superior mentoring outcomes and to provide human resources development (HRD) professionals with evidence-based suggestions for recruiting, selecting and training mentors to improve mentorship programme effectiveness.Design/methodology/approachThe authors conducted a critical review of existing quantitative research on mentor characteristics that have an impact on effective mentoring.FindingsThe authors identified five key categories of mentor characteristics linked to successful mentoring outcomes: competency in context-relevant knowledge, skills and abilities; commitment and initiative; interpersonal skills; pro-social orientation and an orientation toward development, exploration and expansion.Research limitations/implicationsThere is limited research on the characteristics of ineffective mentor characteristics, exclusion of articles that used qualitative research methods exclusively and how technology-based communication in mentoring may require different characteristics. Most of the included studies collected data in the United States of America, which may exclude other important mentor characteristics from other non-Western perspectives.Practical implicationsTo ensure that there is both a sufficient pool of qualified mentors and mentors who meet the desired criteria, focus on both recruitment and training mentors is important. Incorporating the desired mentor characteristics into both of these processes, rather than just selection, will help with self-selection and development of these characteristics.Originality/valueDespite the ongoing interest in identifying effective mentor characteristics, the existing literature is fragmented, making this challenging for HRD professionals to determine which characteristics are crucial for mentoring relationships and programme success. Addressing this practical need, this critical review synthesises the research literature and identifies patterns and inconsistencies. Based on the review, the authors provide evidence-based recommendations to enhance the recruitment, selection and training of mentors.
{"title":"Identifying key mentor characteristics for successful workplace mentoring relationships and programmes","authors":"Connie Deng, Nick Turner","doi":"10.1108/pr-08-2022-0535","DOIUrl":"https://doi.org/10.1108/pr-08-2022-0535","url":null,"abstract":"PurposeThe aims of this critical review are to identify the mentor characteristics that lead to superior mentoring outcomes and to provide human resources development (HRD) professionals with evidence-based suggestions for recruiting, selecting and training mentors to improve mentorship programme effectiveness.Design/methodology/approachThe authors conducted a critical review of existing quantitative research on mentor characteristics that have an impact on effective mentoring.FindingsThe authors identified five key categories of mentor characteristics linked to successful mentoring outcomes: competency in context-relevant knowledge, skills and abilities; commitment and initiative; interpersonal skills; pro-social orientation and an orientation toward development, exploration and expansion.Research limitations/implicationsThere is limited research on the characteristics of ineffective mentor characteristics, exclusion of articles that used qualitative research methods exclusively and how technology-based communication in mentoring may require different characteristics. Most of the included studies collected data in the United States of America, which may exclude other important mentor characteristics from other non-Western perspectives.Practical implicationsTo ensure that there is both a sufficient pool of qualified mentors and mentors who meet the desired criteria, focus on both recruitment and training mentors is important. Incorporating the desired mentor characteristics into both of these processes, rather than just selection, will help with self-selection and development of these characteristics.Originality/valueDespite the ongoing interest in identifying effective mentor characteristics, the existing literature is fragmented, making this challenging for HRD professionals to determine which characteristics are crucial for mentoring relationships and programme success. Addressing this practical need, this critical review synthesises the research literature and identifies patterns and inconsistencies. Based on the review, the authors provide evidence-based recommendations to enhance the recruitment, selection and training of mentors.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"387 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79584331","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}
Mendiola Teng‐Calleja, Alfred Presbitero, M. D. de Guzman
PurposeThe purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.Design/methodology/approachThe study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.FindingsResults surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.Practical implicationsThe study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.Originality/valueThe study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.
{"title":"Dissecting HR's role in disaster preparedness and response: a phenomenological approach","authors":"Mendiola Teng‐Calleja, Alfred Presbitero, M. D. de Guzman","doi":"10.1108/pr-12-2021-0867","DOIUrl":"https://doi.org/10.1108/pr-12-2021-0867","url":null,"abstract":"PurposeThe purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.Design/methodology/approachThe study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.FindingsResults surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.Practical implicationsThe study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.Originality/valueThe study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"214 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75589021","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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