Human Resource Management最新文献

This study explores how local managers, in practicing Human Resource management (HRM), may pursue their own interests that are out of line with the agendas of headquarters in multinational companies (MNCs). It is widely acknowledged that informal networks have an impact on HRM practices in emerging markets. While these networks are often regarded as beneficial for organizations in compensating for institutional shortfalls, they may also lead to corruption, nepotism, or other ethical transgressions. Indigenous scholarship on informal networks in emerging markets has highlighted how their impact occurs through a dynamic process; powerful placeholders deploy informal networks to entrench existing power and authority relations when managing people. Qualitative data were gathered through 43 in-depth interviews and documentary evidence from MNCs operating in Jordan. MNCs are subject to both home and host country effects; we highlight how, in practicing HRM, country of domicile managers deploy the cultural scripts of wasta informal network to secure and enhance their own relative authority. HRM practices are repurposed by actors who secure and consolidate their power through wasta. They dispense patronage to insiders and marginalize outsiders; the latter includes not only more vulnerable local employees but also expatriates. This phenomenon becomes particularly evident during the performance appraisal process, which may serve as a basis for the differential treatment and rewards of employees. Consequently, this further dilutes the capacity of MNCs to implement—as adverse to espousing—centrally decided approaches to HRM.

This study introduces the concept of covert allyship as a strategy for tacitly supporting lesbian, gay, bisexual, and transgender (LGBT) inclusion in adversarial contexts. Drawing on a qualitative case study of 12 Western multinational enterprises (MNEs) operating in Indonesia, the largest Muslim country in the world, the article sheds light on how allyship for LGBT issues is undertaken covertly as allies seek to transcend tensions arising between headquarters publicly advocating for LGBT rights and their subsidiaries. The findings evaluate both barriers to MNE subsidiaries implementing LGBT-supportive policies and facilitating mechanisms for covert forms of institutional allyship. Finally, the article provides recommendations for how MNEs can adopt practices that build subtle yet effective LGBT-supportive approaches in contexts that require sensitivity to local cultures and legislation.

Algorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three-wave study (N_Time1 = 401; N_Time2 = 379; N_Time3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de-prioritization of non-metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non-metricized behavior de-prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well-being.

Relationship-oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit-level positive affective climate as a motivational mechanism through which relationship-oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID-19 outbreak, our results supported the substituting effects of unit-level collective occupational calling on positive affective climate stemmed from relationship-oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship-oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research.

Research findings concerning the effects of perceived overqualification on task performance are mixed. To reconcile the disparate findings, drawing on person-environment theory, we propose cynicism toward the job and constructive deviance as contrasting dual pathways that explain the negative and positive effects of perceived overqualification on task performance and employee creativity. We also examine the moderating effects of dual-focused transformational leadership (TFL) on the relationships between perceived overqualification and the two mediating mechanisms. We test this model using data collected from 469 employees and their 135 supervisors via two-wave surveys. The results support the negative and positive mediating mechanisms. In addition, based on one field study and two online experiments, we find that individual-focused TFL mitigates the relationship between perceived overqualification and cynicism toward the job, but that team-focused TFL enhances the relationship between perceived overqualification and constructive deviance.

Based on research on meta-stereotypes and signaling theory, we examined the effects of organizational signaling on the attraction of autistic applicants. Our model predicted that meta-stereotypes and the combination of expressed and evidence-based autism-conscious signals would have simple and joint effects on candidates' fit perceptions, which would, in turn, affect their job pursuit intentions. Further, we expected that the effect of signaling on our outcomes would be weaker among candidates with strong negative autism meta-stereotypes. Prior to testing our hypotheses, we conducted a focus group to determine the supports that autistic job seekers deemed most important. As the ability to work from home (WFH) was overwhelmingly the most cited support, we included this as our evidence-based signal. Specifically, we examined the combined effect of disability-conscious (vs. disability-blind) diversity statements and WFH (vs. retirement benefits) on expected fit and subsequent job pursuit intentions. Both meta-stereotypes and combined signals significantly influenced fit expectations. Further, the autism-friendly signals significantly affected the fit of candidates with weak and moderate negative meta-stereotype, but not the fit of candidates with strong meta-stereotypes. In addition, our results indicate that the signal x meta-stereotype interaction had an indirect effect on job pursuit intentions. Findings are discussed vis-à-vis the research on signaling theory and practical guidance is offered to employers seeking to attract the growing number of autistic job seekers.

The trickle-down effect has been proposed as one means to address women's continued underrepresentation in leadership positions globally. While earlier research supported the trickle-down effect's prediction that increasing women's representation at higher managerial levels will positively impact women's careers at lower managerial levels, recent studies provide inconsistent evidence, leading to claims that it may be spurious. Due to data limitation, most prior trickle-down research has explored just two managerial levels—board and executives—making it difficult to separate a trickle-down effect from external pressures (e.g., shareholders, law) or internal factors (e.g., organizational culture) that may cause it. Furthermore, prior research does not adequately account for women's representation in managerial pipelines, a crucial source of potential managerial talent. To address these concerns, we analyze Australian workplace panel data (2014–2020) that allow for a more robust test of the trickle-down effect than previously examined. Our results support the trickle-down effect across multiple managerial levels below the board level, independent of managerial pipeline effects. The trickle-down and pipeline effects were only observed for positions immediately above and below each managerial level. This highlights the proximity of positions within management hierarchies where the in-group preference and women's direct advocacy for other women are most likely to occur. Our study suggests that simply appointing more women to top positions, such as boards, while beneficial, is not enough to address gender inequality in management meaningfully. We recommend that rather than focusing on gender representation at the top, organizations should set gender diversity goals and monitor progress at all managerial levels. We conclude with implications for theory, practice, and future research.

Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision-making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization.

With heightened uncertainties and risks in the fluctuating business environment, existing studies have concentrated on elucidating how service organizations leverage human resource practices to adapt to and survive such unforeseen and disruptive threats. However, how such practices could serve the strategic objective of cultivating a sustainably thriving workforce across different situations is not well understood. Thriving is a core transitional state that fosters positive behaviors, such as creative customer-related problem-solving. Applying social information processing theory, we propose and test a model by exploring how organizations that engage in thriving-oriented human resource management (HRM) encourage employees to take responsibility and promote constructive change, thereby activating their creative problem-solving behaviors. Specifically, we theorize and develop measures to promote thriving-oriented HRM in Study 1. In Study 2, we collected multisource and multi-wave data from 296 frontline service employees and 45 supervisors in China. Our findings reveal that thriving-oriented HRM is positively related to felt responsibility for change, which ultimately encourages creative problem-solving. We also show that the threat imposed by a crisis, that is, the COVID-19 pandemic, strengthens the positive relationship between thriving-oriented HRM and felt responsibility for change. Our study contributes to the HRM literature, especially on thriving-oriented HRM and employee perception, and has practical implications for service organizations in the uncertain context.

Women are more likely than men to be targets of incivility in the workplace. Scholars have referred to this pattern as selective incivility and suggest that incivility directed toward women—that is, selective incivility—is a form of modern sexism in the workplace. However, it remains unclear whether women themselves make sense of incivility from men as a form of gender bias, and when such perceptions shape whether women engage in unique responses to incivility perceived as selective. Drawing on social identity theory, we develop a conceptual model to better understand these relationships. Across two studies with working women, we show that women perceive male-instigated incivility as selective. Further, our findings show that women are more likely to engage in problem-focused-responses (i.e., direct confrontation and formal reporting), rather than emotion-focused responses (i.e., avoidance) in response to incivility perceived as selective and that these coping responses are, at times, moderated by the frequency of incivility. Overall, our research advances the literature on incivility, selective incivility, and gender bias at work, offers practical implications for managers seeking to foster workplace inclusion, and suggests novel directions for future research.