Human Resource Management最新文献

Employees increasingly conduct work outside of traditional work hours via information communication technologies (ICTs). There is a need to understand how after-hours ICT use relates to well-being, given that such connectivity has become unavoidable. We implement an episodic, event-contingent design to evaluate the association between different ICT media (i.e., e-mail, phone call, chat app, short message service) and the within-person outcomes of psychological detachment as partially mediated by task productivity. A daily diary survey was collected over three consecutive workdays to capture after-hours ICT use. Daily surveys were completed by 498 individuals, with a total of 1494 episodes being captured of after-hours work ICT engagement. Our results indicate that while engagement with any form of ICT after hours reduces psychological detachment, email and chat apps are associated with the lowest levels of psychological detachment. Moreover, whereas the use of asynchronous ICT has positive main effects on episode-related task productivity, the use of synchronous ICT (e.g., phone) only enhances episode-related task productivity when there are high organizational expectations for employees' responsiveness after hours.

While the compressed workweek (CWW) has gained traction in recent years, its impact on firms' financial performance is not well understood. This study addresses this gap in the literature by examining the effect of the CWW on shareholder value. Drawing on social exchange theory and its norm of reciprocity, we introduce a conceptual model on the main effect of the CWW on shareholder value, and the moderating roles of the anticipated type and degree of employee reciprocation. To test the model's predictions, we exploit the announcement of Belgium's mandatory adoption of a CWW in February 2022 as the setting for a policy event study analysis. We find positive average stock price reactions of Belgian listed firms to the CWW's announcement, consistent with investors expecting the CWW to result in favorable employee reciprocation. Stock price reactions are more positive for firms with a lower ex ante employee productivity, suggesting employees are predicted to reciprocate with higher efforts. Stock price reactions are also more positive for firms with a higher reliance on knowledge workers, consistent with these employees deriving a greater utility from flexible working arrangements. Robustness tests, including a placebo analysis and an event study of international firms with Belgian subsidiaries, corroborate our results. Our study offers several theoretical contributions and has practical implications for HR managers and policymakers.

Work passion—a motive that contains affective and cognitive components—is highly desirable and has positive consequences for individuals and organizations. We propose work passion as the missing piece that can explain unique variance in job satisfaction above and beyond the established predictor of dispositional affect. Taking a motivational approach based on the Dualistic Model of Passion and self-determination theory, we tested how two types of work passion (harmonious and obsessive) and two types of dispositional affect (positive and negative) predicted overall job satisfaction and nine job satisfaction facets (satisfaction with pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, coworkers, the nature of work, and communication). In a two-wave study of working adults, structural equation modeling and regression-based relative weights analysis showed that harmonious passion predicted the largest proportion of variance in job satisfaction overall and in all nine of its facets. Together, our findings highlight the importance of harmonious passion and the utility of a motivational theoretical perspective on job satisfaction for HR scholars and practitioners.

In the contemporary digital age, continued online learning behaviors have become indispensable for fostering employee development. However, the learning and development literature predominantly focuses on traditional instructor-led approaches. It remains unclear how organizations can shape employees' learning behaviors, particularly in the context of online learning. The current study clarifies this underexplored research area by investigating how organizational investment in employee developmental climate (IEDC) can promote employees' continued online learning behaviors. Drawing on social influence theory and employing a multilevel research design, we find empirical support for our research model, which specifies that IEDC positively affects employees' continued online learning behaviors through the effect of normative pressure. The findings also reveal the moderating role of online learning facilitating conditions. Specifically, in firms characterized by higher levels of online learning facilitating conditions, the positive relationship between IEDC and normative pressure becomes more pronounced when compared to organizations with lower levels of such facilitating conditions.

Organizations utilize self-regulation promoting interventions to empower employees in managing challenges and resources autonomously. However, there is limited understanding of how these interventions impact employee task performance and innovative behavior, as well as which processes are critical for their effectiveness. Therefore, a field experiment was conducted to examine the effects of two self-regulation promoting interventions—the Productivity Measurement and Enhancement Systems intervention (ProMES), a job crafting intervention, and their combination—on individual employee performance and innovation through selected process variables. We collected data before, during, and after the interventions over 16 weeks among 123 employees across three experimental and one control group. Consistent with predictions, participants of the ProMES intervention reported a higher level of perceived team climate, which consequently contributed to greater individual innovative behavior. Participants in the job crafting intervention exhibited an increase in job crafting behaviors, which consequently increased innovative behavior and task performance. Unexpectedly, the combined intervention yielded negative effects on both innovative behavior and task performance. The findings suggest that while self-regulation promoting interventions increase favorable outcomes through different mechanisms their combination may impair relevant processes and, more generally, overwhelm employees.

Understanding how employees respond to HR systems is a critical question in the strategic HR literature and the need for more nuanced theoretical frameworks explaining who responds differentially to HR systems persists. Drawing on a contingency perspective and the theory of purposeful work behavior, we present a theoretical framework that suggests that employee motivational goal strivings interact with commensurate HR bundles (communion-enhancing HR bundles, status-enhancing HR bundles, and achievement-enhancing HR bundles) to predict employee job performance. Based on survey data collected from 362 employees in 84 service units, our findings reveal that the effects of communion and status strivings on job performance are more positive and stronger for employees in units with higher levels of communion-enhancing HR bundles and status-enhancing HR bundles, respectively. In contrast, the effect of achievement goal strivings on job performance is weaker in units with higher levels of achievement-enhancing HR bundles. These findings have significant implications for both theoretical and practical perspectives, shedding light on the role of employee motivations in shaping the effectiveness of HR bundles on employee performance.

Research interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self-determination theory and person-organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time-lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed.

It has been claimed that the HR “profession” suffers from a chronic shortage of social legitimacy. In this article, we advance the idea that HR is also to some extent subject to public stigmatization for being immoral. In other words, we maintain that certain aspects of contemporary HR work can be conceptualized as morally dirty work. We provide empirical support for this contention by analyzing a set of 28 films portraying HR practitioners at work. The research results comprise both task-related and method-related filmic representations of HR work as immoral, thus furnishing a comprehensive and nuanced picture of the moral issues that can affect the HR profession. Furthermore, the results show that some of the HR characters analyzed—typically those who hold a role as (co-)protagonists in the story—realize the immorality affecting their work and decide to distance themselves from it by either exiting the role, trying to reform it, or openly raising resistance against their employer. These research results suggest the need to integrate dirty work scholarship into study of the HR profession, while they provide important indications in terms of future HR research, practice and education.

Negative performance feedback is vital for stimulating employees to enhance their performance despite resulting in stress and adverse work outcomes. Fortunately, artificial intelligence (AI)-enabled automated agents have gradually assumed certain functions led by human leaders, such as providing feedback. Drawing from regulatory focus theory, we propose that AI-based feedback systems can serve as a “remediation” tool, effectively mitigating employees' apprehensions about receiving negative feedback. In two studies, we found that for employees who fear losing face, AI-based negative feedback motivates promotion-focused cognition—motivation to learn—representing a learning mechanism to promote job performance and impedes their prevention-focused cognition—interpersonal rumination—reducing the depletion needed for job performance. These findings present novel perspectives on using AI in performance feedback.

Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i-deals) can contribute to individual thriving. We contend that possessing development i-deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high-quality leader–member exchange will enhance the function of development i-deals in triggering approach job crafting and subsequent thriving experiences. Results from a two-wave survey involving 278 managers in a pharmaceutical firm in China and a three-wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce.