Human Resource Management最新文献

We draw on job demands-resources theory to develop and test a model that explores the direct and indirect (through relational energy) impact of inclusive leadership on workplace avoidance behaviors for neurodivergent employees. We also examine the moderating role of personal self-control demands in the relationship between relational energy and workplace avoidance. We tested our model using partial least square - structural equation modeling analysis with data collected using a time-lagged data collection in a sample of 215 neurodiverse employees working in multinational companies across the Gulf Cooperation Council region (i.e., Saudi Arabia, United Arab Emirates, Oman). The findings demonstrate that inclusive leaders mitigate workplace avoidance behavior in neurodivergent employees. That is, inclusive leaders create an environment that contributes to the cultivation of employees' personal relational energy resources. Then, high levels of relational energy interact with employees' level of personal demands (i.e., impulse control, resisting distractions) to reduce workplace avoidance behaviors. Our work speaks to the integrated role of demands and resources in workplaces that can thwart avoidance behaviors for neurodivergent employees.

Thriving is believed to occur when employees feel a sense of progress and momentum in the organization. This conceptual basis for thriving is inherently temporal—implying an underlying individual change process—which sets thriving apart from other well-being criteria in the Human Resource Management literature. However, surprisingly little research has demonstrated and unpacked the change and development processes that lead to thriving. In this article, we develop and test a theoretical model of the dynamic origins of thriving in a socially important context: the aging workforce. Specifically, we propose that older workers thrive when they experience relational spirals: a deepening of the employee-organization relationship as psychological contracts and role expansion drive each other in a mutually reinforcing spiral. Results from a large-scale nationally representative longitudinal study of 3370 Australian older workers—spanning 1.5 years and three time points—support the proposed model. Older workers' relational psychological contracts and role expansion formed a mutually reinforcing spiral process over time which ultimately led to higher levels of thriving. These results held even after imposing autoregressive control of lagged variables at earlier time points, and after accounting for the contributions of transactional psychological contracts to the spiral process. Our theorizing and empirical approach brings dynamic processes to the forefront of HR research on thriving, and points to implications for the role of HR in successful aging.

Working in social care is fraught with challenges fueled by changing policies, funding structures, societal expectations, and high relational demands, leaving employees in this sector particularly vulnerable to poor well-being. In this study, we focus on the importance of a supportive work context—specifically coworker instrumental support and leaders' role clarity—in enabling employee role clarity, and how this can foster better mental health and reduce fatigue from ongoing changes in the sector. We ran a multilevel moderated mediation model on a sample of 270 social care employees matched with 47 leaders across two disability care organizations in Australia. Results showed that coworker instrumental support promotes role clarity, which in turn is associated with lower psychological distress and change fatigue, and higher job satisfaction. The positive relationship between coworker instrumental support and role clarity, and the subsequent relationships with well-being, were stronger when employees had leaders who themselves had role clarity. Our findings highlight the importance of a supportive work context and role clarity as malleable levers in enabling a sustainable social care workforce and provide new theoretical and practical insights for human resource management in the social care sector.

Recruiting neurodiverse talent has increasingly featured on the organizational diversity agenda, yet recruitment practices geared toward locating and attracting neurodivergent candidates remain understudied. While research and practice have shown that employee referral is one of the channels through which a significant part of new talent is recruited, little is known about employees' willingness to refer qualified social contacts who are neurodivergent. We address this limitation by investigating employees' willingness to refer highly qualified candidates on the autism spectrum and some conditions under which they are more or less likely to refer such candidates. We explore these aspects in a study of working individuals, using a mixed-method approach. The quantitative analysis shows that disclosure of an autism condition to potential referrers might pose some advantage, in that it increases the likelihood of being referred, but this advantage accrues only to male candidates. Furthermore, cues that hint at the social dimension of the “ideal worker,” commonly used in job recruitment materials, are the strongest deterrent for referrers. The qualitative analysis of the reasons behind decisions to refer sheds light on some mechanisms that might explain these findings.

Supporting neurodivergent-inclusive workplaces is an increasingly important consideration in Human Resource Management (HRM). While a strengths-based approach to neurodivergence has been advocated, empirical evidence regarding the effectiveness of HRM practices that support high-quality employment outcomes for neurodivergent people is lacking. Drawing on a nationally representative sample of over 25,000 people in the United Kingdom, we examine the influence of neurodivergence on multiple employment outcomes, including employment status, underemployment, employment precarity, job tenure, and hourly wages. We theorize and empirically examine how flexible- and homeworking practices moderate the effects of neurodivergence on employment outcomes. Our findings show that neurodivergent people are twice as likely to be in precarious employment and more than 10 times as likely to be in temporary employment compared to neurotypical people. Neurodivergent individuals are also significantly more likely to experience underemployment and have lower employment tenure; however, controlling for other factors, we find no significant differences in hourly wages. We find that flexible working practices can substantially improve employment outcomes for neurodivergent people, raising significant questions regarding the role of HRM in enabling more neurodiverse workplaces. We critically reflect on the implications of our findings for policy, practice, and future research.

Even though, the human resource management literature has highlighted the importance of having employees that are committed to the organization, research on strategic human capital has yet to fully consider how commitment is related to human capital resources. In order to overcome the dominant individual-level conceptualization of commitment and to detail how commitment affects human capital resources, we develop the unit-level concept of commitment capital, which we divide into three levels: affiliative commitment capital, affinitive commitment capital, and absolute commitment capital. These conceptualizations are based on a 10-year case study and incorporate commitment into a strategic human capital framework, thus bridging the current gap between organizational commitment and human capital resources.

Drawing on gender role and gender queuing theories, we employ a multi-stage process model to investigate demand- and supply-side drivers of gender promotion gaps and to explore variations in these gaps across different business units within an organization. Analyzing 9 years of personnel records from a multiunit European bank, we find that the gender promotion gap is influenced by both supply-side and demand-side factors. Specifically, women are less likely than men to express a motivation to change to a new job or move to a different unit within the bank. Those who do express such motivation are as likely as men to be reassigned to new roles, but their moves are less likely to constitute promotions than are men's moves. Furthermore, gender promotion gaps vary significantly within the organization itself. Business units with the most significant gaps are in regions that have fewer available organizational positions to move into, diminishing women's motivation to seek such moves, and have jobs with numerous incumbents, decreasing women's chances to get a new job or secure a promotion upon doing so. This study extends gender role theory by creating a unified theoretical model that incorporates both employee and employer gender role perceptions as drivers of promotions. It contributes to gender queuing theory by demonstrating the theory's relevance to promotion outcomes.

Organizations must excel at what they do well while also learning new ways of operating to achieve long-term success. Work teams may thus find themselves pursuing contradictory objectives to support the organization's strategy. We investigated teams' goal orientation (in)congruence and its impact on task meaningfulness and, ultimately, performance, hypothesizing the potential pitfalls of teams simultaneously pursuing both learning- and performance-goal orientations. Three-wave, multisource data were collected from 109 teams at a large North American mortgage company. In a polynomial regression and response surface analytical framework, team task meaningfulness—and subsequent team performance—was enhanced when teams had greater divergence between their learning- and performance-goal orientations but suffered when both goal orientations were more aligned. Our investigation thus revealed the potential pitfalls of teams simultaneously pursuing both learning- and performance-goal orientations. We discuss the theoretical contributions of the team goal orientation incongruence effect substantiated in this study, as well as implications for practice and future research.

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.