Human Resource Management最新文献

Bonuses are notoriously used to motivate workers. How effective are they at doing so, and might there be unintended consequences? We investigated the effectiveness of bonuses based on game profitability on the motivation of video game developers by examining specific bonus characteristics that align with advice derived from expectancy theory. We also investigated if bonuses encouraged or discouraged moral engagement and corner-cutting behavior through their effects on work motivation as conceptualized through self-determination theory. Company data on bonus characteristics coupled with surveys from 1024 game developers in a video game company indicated that the size of the last received bonus did not influence current work motivation. Uncertain probability of getting the next bonus installment was related to a lack of motivation, while more certain probability was related to higher intrinsic motivation. The probable size of the next bonus was related to lower external regulation and to higher intrinsic motivation, contrary to predictions from most motivation theories. Both probability certainty and bonus size probability were indirectly negatively associated with moral disengagement and corner-cutting behaviors via decreasing amotivation and external regulation. Overall, results show that the bonus system in this company had limited effects on motivation and on discouraging deviant behaviors and point to how such systems can be improved using advice from theory.

Existing research often highlights the negative consequences of algorithmic management (AM) for platform workers. By contrast, less is known about what, how, and when AM may produce both positive and negative outcomes. Drawing on attribution theory, this study examines the dual effects of core AM dimensions (i.e., algorithmic recommending, restricting, evaluating, and rewarding) on platform workers' perceptions of work overload and customer-oriented service behavior. A two-wave survey of 213 online platform workers in China reveals that algorithmic recommending and rewarding improve customer-oriented service behavior and reduce work overload through AM commitment attributions. However, AM control attributions link algorithmic restricting, recommending, and evaluating (the latter two at low algorithmic transparency) to increased work overload. Algorithmic transparency moderates these effects, reducing the negative impacts of AM through AM control attributions. These findings contribute to a more nuanced understanding of the dual effects of core AM dimensions and provide practical insights for platforms seeking to enhance service quality while supporting worker well-being.

Organizational socialization and the practice of onboarding new hires are central human resources functions. However, traditional socialization theory and practice were built on assumptions that are increasingly misaligned with today's work context. We identified four current, emerging, and future work trends that characterize the evolving landscape surrounding organizational socialization: technological advancement, the expansion of remote work arrangements, rising societal loneliness and mental health challenges, and aging workforce demographics. Collectively, these trends have contributed to dramatic shifts in the context and performance of work, as well as the expectations that employees and organizations hold for one another. Accordingly, we argue that these shifts require a renewed examination of the organizational socialization process that reflects contemporary realities such as the move away from stable, physically co-located, psychologically anchored work toward boundaryless, tech-mediated, and transient work arrangements. Our review presents a future-forward look at organizational socialization through the lens of these societal and workplace shifts. We identify newcomer adaptability and connection as emergent critical factors for the future of onboarding. Through this lens, we offer practical implications for human resource practice and invite future research that advances our understanding of organizational socialization in today's context.

We note that while the institutional environment determines the actions and structures of constituent organizations, there are still limited insights available in the literature on the nature and process of interactions between key stakeholders in ambulance services, especially as they respond during a significant crisis. This study specifically examines how a positive social exchange between senior leadership, managers, and frontline staff, accompanied by changes to the leadership style and HR practices, resulted in significant service transformation. An in-depth qualitative case study design was used to interview 52 frontline staff and leaders from the UK National Health Service's (NHS) Ambulance Service over a prolonged period of 8 months (October 2020 to May 2021). Interviews and secondary data were abductively analyzed, showing how changes to HRM and leadership practices shaped service transformation's content, process, and logic. The findings suggest that an iterative social exchange between the key social actors in the Ambulance Trust led to adaptations to the nature of HRM and leadership practices, which positively impacted the changes to service delivery, leading to service transformation and improved health and well-being of paramedics. Our conceptual framework contributes to the literature by integrating how the use of agency, new HRM, and leadership practices in the context of institutionalized structures can result in service transformation. Implications for theory and practice are also discussed.

The field of strategic human resource (HR) management has shown an increasing focus on how employees perceive and react to their organization's HR practices. In this perspective, employees are not passive recipients of HR policies or mere observers of their managers' HR implementation strategies. Rather, their perceptions play a critical role in shaping organizational culture and fostering high-performing workplaces. However, important questions remain regarding how line management roles shape not only employees' assessments of their work environment but also their perceptions of HR effectiveness. Drawing on cognitive appraisal theory, we argue that line managers' compliance- versus commitment-focused orientations influence employee appraisals of threats and challenges in their jobs. These appraisals, in turn, shape how employees evaluate the effectiveness of their organization's HR practices (i.e., perceived HR effectiveness). Using qualitative data from focus groups and a multilevel quantitative research design, we find evidence supporting our hypotheses, showing that line managers' HR orientations significantly influence employees' cognitive appraisals and subsequent perceptions of HR effectiveness. We conclude by discussing the theoretical contributions and offering practical recommendations for improving the implementation of HR practices.

Merit pay is a compensation system that raises employees' base salaries, contingent on their prior performance. Despite its widespread use, the evidence regarding its impact on organizational performance remains inconclusive. In this research, we focus on the unique semi-permanent and cumulative features of merit pay and draw on the compounding incentive effect and the collective sorting effect as complementary theoretic mechanisms to explain the organizational implications of merit pay adoption. Specifically, we argue that implementing merit pay is positively associated with labor productivity growth. Employing random coefficient growth modeling, we analyze a sample of 317 publicly listed firms in South Korea. Our findings reveal that although firms adopting merit pay did not exhibit higher labor productivity levels after 1 year (short-term performance), they demonstrated significantly higher linear productivity growth over time following adoption (long-term performance). We discuss the theoretical and practical implications of these findings.

The relationship between human resource management (HRM) practices and organizational performance has received considerable attention in the literature. Most extant studies, however, have taken a static view, while longitudinal aspects of the HRM-performance link are less studied. We develop an integrative framework drawing on human capital resources theory that enables us to develop hypotheses on whether and how increases in dimensions of HRM practices within organizations over time lead to improvements in organizational performance. We test our hypotheses using a unique large high-frequency panel dataset from the English adult social care sector and fixed effects instrumental variables (FEIV) estimation that allows us to address some biases in prior work. We find that increases in skill-enhancing and motivation-enhancing HRM bundles are significantly associated with increases in performance among organizations with low initial human capital resources stock. Our results suggest that the latter relationship is realized partly via a reduction in staff turnover, which, in turn, increases the organization's human capital resources stock. Overall, the article's contribution is to develop and test a dynamic extension of human capital resources theory that considers the processes of human capital resources stock depletion and accumulation over time and the path-dependent relationship between investments in HRM practices and performance.

Most research on family demands has been conducted at the individual level, showing that they can negatively influence employees' abilities to manage the work-family interface. We challenge this existing paradigm by arguing that at the team level, family demands diversity (i.e., differences among members of the same team with respect to their family demands) can enable the entire team to better manage the work-family interface. Drawing on the categorization-elaboration model and social exchange theory, we found that family demands diversity was indirectly and positively related to team effort through team backup behavior and team work-to-family conflict, and these effects were stronger when team family identity was low and supervisor family support was high. We discuss the theoretical implications of our findings and the practical implications for HR policies and practices.