Human Resource Management最新文献

Growing recognition of neurodivergence amongst individuals poses challenges for career counselors and human resource practitioners when advising, guiding, and supporting the careers of this diverse group. Despite the potential for neurodivergent individuals to contribute to organizations, career guidance for these individuals is a relatively new area. We conducted a multidisciplinary project comprising a scoping review and stakeholder consultation to generate evidence-based recommendations for identifying and supporting career paths that lead to positive employment outcomes for neurodivergent individuals. The scoping review included 78 articles on career guidance and associated employment issues (e.g., facilitators and barriers to employment) for neurodivergent individuals, while stakeholders, including neurodivergent individuals, counselors, and others, provided insights into their employment experiences. Our scoping review yielded nine themes: career guidance practice, predictors of employment, employment interventions, different forms of employment, work barriers and facilitators, strengths and challenges, person-job fit, occupation and industry fit, and employment outcomes. The stakeholder consultations complemented the scholarly themes. Results were interpreted using the Stone and Colella theoretical model of factors influencing the treatment of people with disabilities. The model was extended across educational and work contexts, and to include the nature of occupations and industries. Building on this project and our overarching theoretical model, we map a future research agenda for the study of careers amongst neurodivergent individuals. Specifically, we highlight persistent methodological limitations of the literature before turning to theoretical implications across career stages. We conclude with practical implications for career counselors and human resource practitioners. Ultimately, our review calls for researchers and practitioners to help promote sustainable, high-quality, and fulfilling careers for neurodivergent individuals.

Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n = 15), supervisors of neurodivergent employees (n = 4), and neurodivergent employees (n = 11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths.

In many countries, social care workers suffer from mistreatment from social care recipients. Such mistreatment poses a significant challenge from the human resource management (HRM) perspective as finding and retaining competent social care workers is a global challenge. However, only a few studies focus on the relationship between such mistreatment and social care workers' job and psychological resources. Drawing on the conservation of resources (COR) theory, our study sheds light on the relationship between social care recipients' incivility and the resilience of social care workers. Specifically, our study examines the mediating role of work meaningfulness on the care recipient incivility–care worker resilience link, and the moderating role of servant leadership on this mediated relationship. To test the proposed moderated mediation model, two studies were conducted in social care organizations in England (n = 248) and Romania (n = 296). Our results revealed that perceived care recipient incivility is indirectly and negatively related to care workers' resilience by undermining their perceptions of work meaningfulness. Moreover, when social care workers work under a servant leader, this indirect relationship becomes weaker. The discussion elaborates on the findings of our model as well as the theoretical and practical implications for the management of human resources in social care organizations.

Relational perspectives on turnover antecedents have gained momentum in recent years, highlighting three distinct relational forces underlying employees' turnover decisions—notably, job embeddedness, social capital, and turnover contagion. However, these distinct perspectives are typically examined independent of one another, with little theoretical integration or holistic understanding of the shared mechanisms through which these relational antecedents operate on turnover intentions and behavior. We propose a conceptual model integrating the three types of relational antecedents (specifying their unique effects), while positing normative pressures from work and nonwork relationships as a fundamental consideration underlying quit decisions that translates their effects on leaving. Our model tests find support for this common mediator, even when controlling for traditional mediating mechanisms (i.e., job attitudes and perceived alternatives). Our tests also include important cultural considerations, allowing for comparisons between national cultures in our sample of nearly 700 surveyed employees and their subsequent quit intentions and behaviors, spanning the USA, Hong Kong, and China. Our tests revealed that on- and off-the-job embeddedness reduces quit propensity while prospective colleague turnover boosts that propensity. Path analyses further determined that normative pressures predict quit propensity (beyond attitudes and alternatives), and that such pressures mediate how job embeddedness and prospective coworker turnover influence quit propensity. We tease apart these effects across national cultures and discuss theoretical and practical implications of our findings.

Although much research has sought to understand how employees come to align themselves with the social norms and routines of their workgroups, management theory has largely overlooked the possibility that such alignment might be fundamentally at odds with what it means to be autistic. Autism, which accounts for a large share of organizational neurodiversity, is associated with seeing and processing the world differently from the non-autistic societal norm. In the workplace, autistic employees often experience barriers to inclusion, in large part due fundamental dissimilarities in how they interact with and connect to others. To identify the barriers to autistic employees' workgroup inclusion, we develop a multilevel framework centered around relational incongruence, or differences in patterns of interrelating across (autistic and non-autistic) neurotypes. We propose that non-autistic workgroup norms (e.g., for the use of imprecise language) exacerbate relational incongruence, which in turn hinders experiences of authenticity and belonging for the autistic workgroup member. Finally, we identify managerial practices (e.g., relational job crafting) that are likely to protect against the negative consequences of relational incongruence, by fostering workgroup climates of normalized variance in patterns of interrelating and shared understandings across neurotypes.