Human Resource Management最新文献

The phrase “quiet quitting” has become a popular topic within the workplace and academia. However, the nomological network of quiet quitting is unclear. We contribute to quiet quitting research by incorporating organizational justice and job characteristics theories with a psychological contract and social exchange lens to illuminate antecedents and outcomes of quiet quitting. Prior to doing so, we address the conceptual and measurement challenges that threaten the knowledge accumulation of quiet quitting research. Using a qualitative study (N = 42) and prior research, we disentangle quiet quitting from its antecedents and outcomes to define it as intentionally performing to the minimum requirements of the job. We then develop a measure of quiet quitting across a subject matter expert review (N = 51), a naïve rater review (N = 90), and an assessment of the measure's psychometric properties (N = 198). Finally, we assess our conceptual model (N = 540) and find that psychological contract fulfillment has a negative indirect effect on quiet quitting through job satisfaction. Furthermore, psychological contract breach increases quiet quitting through job satisfaction. We find that quiet quitting subsequently increases CWBs and decreases OCBs. Our findings point toward an optimistic outlook: by accurately communicating expectations regarding organizational justice and job characteristics, human resource managers may be able to limit the prevalence of quiet quitting and subsequent detrimental behaviors within their organizations.

Quiet quitting is a relatively new phenomenon that has quickly caught the attention of both practitioners and academics. With the world of work becoming increasingly interconnected, we contribute to the discourse by approaching quiet quitting from the novel perspective of understanding how others in the workplace perceive those who engage in quiet quitting. To do so, we first provide a formalized definition of quiet quitting and differentiate coworkers' perceptions of quiet quitting from similar psychological constructs (Studies 1–3). We then examine employee responses to coworkers engaging in quiet quitting with a qualitative study (Study 4) and vignette design (Study 5), finding that as an employee's perception of coworker quiet quitting increases, supportive behaviors decrease and workplace incivility behaviors towards the coworker increase. The effect on workplace incivility behaviors is moderated by self-rated quiet quitting, such that employees who had higher self-rated quiet quitting were more likely to engage in incivility towards a coworker regardless of whether their coworker was quiet quitting. Overall, by exploring quiet quitting observed by a coworker, we provide a different perspective on this construct and extend past research to show how employees feel about and react to a coworker's quiet quitting behaviors.

Drawing on an exemplary case of strategic HRM in a nonprofit social care provider responding to a recruitment and retention crisis, this article offers evidence for a multi-actor, recursive model of HRM implementation. We examine how multi-actor engagement with strategic HRM reinforces or modifies intended HRM, and how this engagement is shaped by external and internal contextual pressures in nonprofit social care organizations. Through an in-depth qualitative study, we shed light on the internal process dynamics that not only engender a shared understanding of intended HRM strategy and practice among key organizational actors (convergence) but also allow for local deviation (divergence) that forges a more adequate response to workforce challenges. Our study contributes to theory on the social dynamics of HRM implementation within wider institutional contexts while highlighting the limits of a business-oriented HRM system for delivering a sustainable workforce within social care.

Violence at work has traditionally been conceptualized in human resource management (HRM) as workplace-based violence—an episodic, interpersonal issue occurring within bounded organizational settings. This perspective article adopts the term work-related violence as a more expansive and timely framing, encompassing physical, psychological, and symbolic harm related to work but occurring across dispersed geographies, identities, relationships, and organizational arrangements. It contends that prevailing HRM frameworks remain ill-equipped to address these fragmented and often unacknowledged harms, particularly as work becomes increasingly hybrid, precarious, and digitally mediated. Drawing on interdisciplinary scholarship, we advance a multilevel and multistakeholder analytical framework that theorizes violence as relational and spatially unbounded, embedded across micro (identity and employees' lived experience, and psychological factors), meso (organizational culture, HRM systems and silencing mechanisms), and macro (regulatory, ideological, and institutional) levels. The framework further identifies underexplored domains of violence within HRM, including employee-perpetrated violence, ideologically motivated aggression, and the critical role of community-based interventions in mitigating harm. In doing so, the article contributes to HRM theory by problematizing the spatial and behavioral assumptions underpinning conventional approaches to workplace violence. We argue for a broadened research and practice agenda that expands the field's analytical and operational capacity, calling for the development of HRM models that are structurally, institutionally, and ideologically attuned to violence emerging from inequality, institutional complicity, and the broader political economies of contemporary work.

Bonuses are notoriously used to motivate workers. How effective are they at doing so, and might there be unintended consequences? We investigated the effectiveness of bonuses based on game profitability on the motivation of video game developers by examining specific bonus characteristics that align with advice derived from expectancy theory. We also investigated if bonuses encouraged or discouraged moral engagement and corner-cutting behavior through their effects on work motivation as conceptualized through self-determination theory. Company data on bonus characteristics coupled with surveys from 1024 game developers in a video game company indicated that the size of the last received bonus did not influence current work motivation. Uncertain probability of getting the next bonus installment was related to a lack of motivation, while more certain probability was related to higher intrinsic motivation. The probable size of the next bonus was related to lower external regulation and to higher intrinsic motivation, contrary to predictions from most motivation theories. Both probability certainty and bonus size probability were indirectly negatively associated with moral disengagement and corner-cutting behaviors via decreasing amotivation and external regulation. Overall, results show that the bonus system in this company had limited effects on motivation and on discouraging deviant behaviors and point to how such systems can be improved using advice from theory.

Existing research often highlights the negative consequences of algorithmic management (AM) for platform workers. By contrast, less is known about what, how, and when AM may produce both positive and negative outcomes. Drawing on attribution theory, this study examines the dual effects of core AM dimensions (i.e., algorithmic recommending, restricting, evaluating, and rewarding) on platform workers' perceptions of work overload and customer-oriented service behavior. A two-wave survey of 213 online platform workers in China reveals that algorithmic recommending and rewarding improve customer-oriented service behavior and reduce work overload through AM commitment attributions. However, AM control attributions link algorithmic restricting, recommending, and evaluating (the latter two at low algorithmic transparency) to increased work overload. Algorithmic transparency moderates these effects, reducing the negative impacts of AM through AM control attributions. These findings contribute to a more nuanced understanding of the dual effects of core AM dimensions and provide practical insights for platforms seeking to enhance service quality while supporting worker well-being.