Human Resource Management最新文献

Prior research suggests that the organizational context supports the emergence of employee ambidexterity; however, the interplay between formal and informal context has been largely unexplored. We analyze this interplay with a multilevel, multisource data set of 2446 individual employees nested in 77 organizations. We find that a promotion climate—unlike a prevention climate—contributes to employee ambidexterity. In addition, formalization positively moderates the effects of both promotion and prevention climate on employee ambidexterity, while centralization weakens the positive effect of promotion climate. Our results advance a contingency perspective that brings together formal and informal contextual drivers of employee ambidexterity and shows that even though an informal climate signals the preferred manner of goal pursuit, a formal structure affects the impact of such signals by delineating opportunity corridors of admissible behaviors.

Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well-being and improved employee performance. Moving toward common good values and drawing on the job demands-resources model, this study theorizes and tests the relationships among sustainable HRM practices, employee resilience, work engagement, and employee performance. The empirical results of a multilevel and multisource study in the Chinese context provide supporting evidence for our theoretical model. The findings demonstrate that sustainable HRM practices positively affect employee resilience, and lead to a high level of work engagement among employees. Employee resilience also has an indirect effect on employee performance through work engagement. This study, with its theoretical and practical implications, reveals a serial mediation mechanism through which sustainable HRM practices contribute to both employee well-being and employee performance.

Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor-initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM.

We systematically reviewed quantitative studies of phenomena at the nexus of Human Resource Management (HRM) and interpersonal relationships. We report on the overall prevalence and trends in research methods relating to construct, internal, external, and statistical conclusion validity. The review draws attention to areas of emphasis (positive relationships, instrumental ties, nonnetwork structures, employee respondents, samples drawn from Asia, HR perceptions). We also identify a growing emphasis on particularly desirable approaches to examining relational HRM (a more balanced consideration of positive and negative relationships, studies that examine more than one HR practice, multilevel analyses). Together, the identified areas of emphasis, gaps, and associated trends, inform our elucidation of research directions around 15 specific work relationships—along with more general directions for better accounting for dynamic, multilevel, measurement, and analytical considerations central to HRM and interpersonal relationships.

Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front-line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter-influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The paper makes a meaningful contribution to the HR devolution research by delving into relational power dynamics that develop over an early phase of HR implementation. The resulting theoretical framework provides novel insights into the reasons behind FLMs' divergent forms of implementation behaviors. It shows that the ongoing multi-lateral interactions and political maneuverings involving HR-related actors trigger distinct HR involvement patterns.

In explaining the effectiveness of a human resource (HR) system within an organization, scholars have turned their attention to HR attributions, which capture employees' perceptions about the intentions behind their organization's HR practices, and have demonstrated that an HR system's content and process of communication drive employees to form specific HR attributions. However, current research has not yet explained why HR attributions differ among employees. We investigate the variability in HR attributions among individuals and the organizational factors that influence this variability. Using signaling theory and the concept of situational strength, we argue that employees' HR attributions vary less when signals sent by HR management are unambiguous and the conveyed information is consistent. Using an online scenario-based experiment with 760 participants, our findings reveal that the configuration and the strength of an HR system as well as their combination have significant effects on the variability in HR attributions among employees, and these effects differ for the different HR attributions.

Although green training has been shown in past research to promote environmentally responsible behaviors at work, scholars have paid less attention to its influence on employees' eco-friendly behaviors outside of work. This omission is critical because confining green training research to the work domain obscures its benefits in promoting employees' pro-environmental behaviors beyond the workplace, and thus its role in supporting organizational efforts to conserve the natural environment. To address this gap, we examine the direct and indirect (via connectedness to nature) relationships between green training and employees' eco-friendly behaviors outside of work, including consumption of eco-friendly products, reuse of items and materials, and reduced consumption of resources such as water, electricity, and paper. We also examine the moderating influence of intrinsic spirituality on the direct link between green training and connectedness to nature, as well as the indirect link between green training and eco-friendly behaviors beyond the workplace. Using time-lagged, multisource data, we find support for our hypotheses. Our findings advance knowledge on the important yet largely overlooked role of green training in shaping employees' environmentally responsible behaviors outside of the workplace.

Companies adopt various HRM practices to enhance employees' abilities, motivations, and opportunities to foster innovation. Are these practices universally effective or culturally contingent? In this study, we draw on the Ability-Motivation-Opportunity (AMO) model and examine the effectiveness of three representative practices using a dataset of 304 companies from 13 countries or regions. We find that HRM practices need to fit in a supplementary/complementary way with national cultures to facilitate firm innovation: 1. cross-functional training (i.e., an ability-enhancing practice) is more effective in collectivistic rather than individualistic cultures (supplementary fit); 2. financial rewards for innovation (i.e., a motivation-enhancing practice) are more effective in masculine rather than feminine cultures (supplementary fit); and 3. employee participation (i.e., an opportunity-enhancing practice) is more effective in high rather than low power distance cultures (complementary fit). By building on the notion of supplementary/complementary fit, these findings extend our knowledge of the AMO model in the context of HRM and innovation management with a cultural contingency perspective.

Artificial intelligence (AI) has become an important topic in business literature and strategy talk. Yet, much of this literature is normative and conceptual in nature. How organizational members perceive AI and the job role changes that come with it is, so far, largely unknown territory for both HR scholars and practitioners. We sought to investigate the relationship between humans and AI and conducted an in-depth exploratory study into the co-existence of humans and two early-stage AI-solutions, one for “low-status” automation and another for “high-status”; augmentation. We suggest that different organizational groups may engage in distinctly different sensemaking processes regarding AI, an important insight for successful HRM strategies when AI is being introduced into the workplace. Moreover, contrary to recent conceptual work, our findings indicate that AI-enabled automation and augmentation solutions may not be detached from nor exist in tension with each other. They are deeply embedded in organizational processes and workflows for which people who co-exist with the technologies must take ownership. Our findings, in part, go against discussions on AI “taking over” jobs or deskilling humans. We describe a more nuanced version of reality fluctuating around the various ways different organizational groups encounter different AI-solutions in their daily work. Finally, our study warns against unconditional technological enthusiasm, managerial ignorance of the nature of work that employees undertake in different organizational groups, and a neglect of the time and effort required to successfully implement AI-solutions that affect not only the home organization but also members of the broader ecosystem.

Many empirical studies have elucidated the antecedents and psychological mechanisms of employees' proactive behaviors. However, there is limited knowledge about how a human resource (HR) system helps employees proactively adjust to their changing work environment. Drawing on social exchange theory and event system theory, we developed a theoretical model to examine whether, how, and when perceptions of the HR system strength impact employee proactive behavior during crises. Results from a three-wave time-lagged survey of 305 employees in 65 teams in eight Chinese companies indicate that HR system strength creates a strong situation by alleviating employees' uncertainty about how to behave during crises, which stimulates employees' work engagement and subsequent proactive behaviors. Moreover, employees' perceptions of HR system strength are more likely to influence work engagement when employees perceive the COVID-19 crisis as more severe. We discuss the theoretical and practical implications of the findings and outline important future research directions.