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Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender 对异步视频面试的反应:设计决策以及申请人年龄和性别的作用
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-12-12 DOI: 10.1002/hrm.22202
Ottilie Tilston, Franciska Krings, Nicolas Roulin, Joshua S. Bourdage, Michael Fetzer

Asynchronous video interviews (AVIs) are a form of one-way, technology-mediated selection interview that can help streamline and increase flexibility in the hiring process and are used to hire millions of applicants per year. Although applicant reactions to AVIs in general tend to be more negative than with traditional interview modalities, AVIs can differ widely in how they are designed. For instance, applicants can be provided with more or less preparation time, response length, rerecording options, or rely on different question formats. This study examines how AVI design features impact applicant reactions, as well as the moderating role played by applicant age and gender. Data from 27,809 real job applicant's AVI experiences were collected in 11 countries (69.3% English-speaking) from 33 companies and relating to 72 types of positions. Data were fitted with linear mixed-effects models to account for nesting. Results showed that allowing more preparation time and offering the opportunity to rerecord responses were related to more favorable reactions, while including more questions was related to more negative reactions. Applicants above the age of 31 reacted especially negatively to AVIs with more questions while those below the age of 30 preferred being allocated longer maximum response lengths. Women reacted more positively to increased preparation time. These findings might help both AVI vendors and hiring organizations design AVIs that facilitate a positive applicant experience. Our research also expands knowledge on applicant reactions to interviews, highlights crucial differences from traditional formats, and calls for integrating applicant characteristics into current theoretical frameworks on applicant reactions to AVIs.

异步视频面试(AVIs)是一种以技术为媒介的单向甄选面试,有助于简化招聘流程并提高灵活性,每年用于招聘数百万应聘者。虽然与传统面试方式相比,应聘者对反向面试的反应一般比较消极,但反向面试的设计方式也有很大不同。例如,可以为应聘者提供更多或更少的准备时间、回答长度、重录选项,或采用不同的问题格式。本研究探讨了 AVI 设计特点如何影响求职者的反应,以及求职者年龄和性别所起的调节作用。本研究收集了来自 11 个国家(69.3% 为英语国家)33 家公司 72 种职位的 27 809 名真实求职者的 AVI 体验数据。数据采用线性混合效应模型进行拟合,以考虑嵌套因素。结果显示,给予更多的准备时间和提供重新记录回答的机会与更积极的反应有关,而包含更多的问题与更消极的反应有关。31 岁以上的申请者对包含更多问题的 AVI 反应尤其消极,而 30 岁以下的申请者则更喜欢分配更长的最长回答时间。女性对增加准备时间的反应更为积极。这些发现可能有助于反向面试供应商和招聘组织设计出有助于求职者获得积极体验的反向面试。我们的研究还拓展了应聘者对面试反应的知识,强调了与传统面试形式的重要区别,并呼吁将应聘者的特征纳入当前应聘者对 AVI 反应的理论框架中。
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引用次数: 0
Out of the shadow? The effect of high-status employee departure on the performance of staying coworkers in financial brokerage firms 走出阴影?金融经纪公司中高层员工离职对留任同事绩效的影响
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-11-28 DOI: 10.1002/hrm.22201
Pengfei Wang, Jianhao Hu, Jingjiang Liu

Because high-status employees make disproportional contributions to firms, prior literature suggests that their departure would undermine various organizational outcomes. Building on recent literature, however, we suspect that a high-status employee may have seized disproportional resources and credits from coworkers, thereby restricting them from performing, particularly when the work context is more independent and contested. As a result, the departure of a high-status employee may bring staying coworkers more resources and incentives to perform, causing their performance to improve. To test this possibility, we examine the effect of high-status analysts' departure on the individual performance of analysts who remain, using a sample of sell-side analysts in Chinese financial brokerage firms. Employing a before-and-after treatment research design, we find evidence that after the departure of a high-status analyst, the staying coworkers' individual performance is significantly improved. It is particularly so when they share greater industry overlap with the departing analyst. Our extensional analyses also investigate additional contingencies, which helps provide valuable hints about possible mechanisms.

由于高地位员工对企业的贡献不成比例,以往的文献表明,他们的离职会损害组织的各种成果。然而,在近期文献的基础上,我们怀疑高地位员工可能从同事那里攫取了过多的资源和荣誉,从而限制了他们的工作表现,尤其是在工作环境更加独立、竞争更加激烈的情况下。因此,高地位员工的离职可能会给留下来的同事带来更多的资源和激励,从而提高他们的绩效。为了验证这种可能性,我们以中国金融经纪公司的卖方分析师为样本,研究了高地位分析师离职对留任分析师个人绩效的影响。通过前后处理研究设计,我们发现有证据表明,在高地位分析师离职后,留下来的同事的个人绩效会得到显著提高。尤其是当他们与离职分析师的行业重叠度更高时,情况更是如此。我们的扩展分析还调查了更多的意外情况,这有助于为可能的机制提供有价值的提示。
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引用次数: 0
The SMART model of work design: A higher order structure to help see the wood from the trees 工作设计的SMART模型:一个更高层次的结构,帮助从树木中看到木材
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-11-27 DOI: 10.1002/hrm.22200
Sharon K. Parker, Caroline Knight

We propose a new work design model, SMART work design, that identifies five higher order categories of work characteristics, including stimulating work characteristics (task variety, skill variety, information processing requirements, and problem-solving requirements), mastery work characteristics (job feedback, feedback from others, and role clarity), autonomous work characteristics (decision-making autonomy, timing autonomy, and method autonomy), relational work characteristics (social support, task significance, and beneficiary contact), and tolerable work characteristics (low levels of: role overload, work–home conflict, and role conflict). Higher order confirmatory factor analysis of working participants provided initial evidence of this structure (Study 1, N = 1107), which was replicated in an additional dataset (Study 2, time 1, N = 709). To provide further evidence, we examined Study 2 data across three waves (N = 573) to show that each higher order factor at time 1 predicted time 3 job satisfaction either directly or via the theorized time 2 mediators (challenge appraisals, work meaningfulness, fulfillment of relatedness needs, and activated negative affect). In Study 3 (N = 108), employees' scores on specific higher order variables correlated with leader ratings of performance in the expected ways. The SMART work design model provides a unique integrating and multidimensional theory of work design that extends beyond existing models. The model can be used to facilitate the synthesis of research knowledge and guide scholars and practitioners to diagnose and address contemporary work design challenges.

我们提出了一种新的工作设计模型——SMART工作设计,该模型确定了五种更高阶的工作特征,包括激励性工作特征(任务多样性、技能多样性、信息处理需求和问题解决需求)、掌握性工作特征(工作反馈、他人反馈和角色清晰度)、自主性工作特征(决策自主性、时间自主性和方法自主性)、关系工作特征(社会支持、任务重要性和受益人接触)和可容忍工作特征(低水平:角色超载、工作-家庭冲突和角色冲突)。对工作参与者的高阶验证性因子分析提供了这一结构的初步证据(研究1,N = 1107),并在另一个数据集(研究2,时间1,N = 709)中得到了重复。为了提供进一步的证据,我们检查了三个波(N = 573)的研究2数据,以显示时间1的每个高阶因子直接或通过理论的时间2中介(挑战评估、工作意义、相关性需求的实现和激活的负面影响)预测时间3的工作满意度。在研究3 (N = 108)中,员工在特定高阶变量上的得分与领导对绩效的评价以预期的方式相关。SMART工作设计模型提供了一个独特的集成和多维的工作设计理论,超越了现有的模型。该模型可用于促进研究知识的综合,并指导学者和从业者诊断和解决当代工作设计挑战。
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引用次数: 0
Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care 先戴上自己的 "氧气面罩":领导者自我保健的行为类型学
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-10-25 DOI: 10.1002/hrm.22199
Chia-Yen Chiu, Chad, Matylda Howard, Edilene Lopes, Carol T. Kulik, Michelle R. Tuckey

Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well-being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self-care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self-care actions leaders can take and (2) how external crises such as COVID-19 constrain leaders' self-care actions. To identify specific leaders' self-care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID-19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well-being, improving emotional/spiritual/social well-being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID-19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well-being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well-being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self-care and sustaining their leadership effectiveness.

组织领导者在实施、解释甚至主动发起人力资源(HR)职能变革以提高工作场所生产率和福利方面至关重要。然而,最近的研究警告说,提供积极和支持性的领导通常会消耗这些组织领导者的精力。尽管有文献阐明了领导者如何利用自我保健策略来充电,但研究人员和人力资源专业人士对以下方面的了解相对较少:(1)领导者可以采取哪些具体的自我保健行动;(2)COVID-19 等外部危机如何制约领导者的自我保健行动。为了识别特定的领导者自我保健行为(我们称之为氧气面罩),我们在 2020 年 COVID-19 大流行期间采访了澳大利亚的 41 名医疗保健管理人员。我们提出了一种行为类型学,总结了领导者在不同时间点使用的不同氧气罩。这些氧气罩包括改善身体健康、改善情感/精神/社会福祉、履行管理职责以及寻求同事和组织支持。此外,我们还得出结论,COVID-19 的限制措施使其中一些氧气罩变得不那么容易获得,从而对领导者的幸福感产生了负面影响。我们的研究结论对理论和未来研究具有启发意义,有助于扩展与领导力发展、领导者复原力和领导者幸福感相关的文献。研究结果还为人力资源专业人士提供了实用建议,帮助部门经理改善自我保健,保持领导力的有效性。
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引用次数: 0
Effects of formal mentoring support on newcomer–protégé affective organizational commitment: a self-concept-based perspective 正式指导支持对新人-被指导者情感组织承诺的影响:基于自我概念的视角
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-10-21 DOI: 10.1002/hrm.22198
Thomas A. Birtch, Zhenyao Cai, Flora F. T. Chiang

The study proposes and tests a self-concept-based perspective for the effects of formal mentoring support on affective organizational commitment (AOC) via multiple mediators. Using time-lagged multi-source dyadic data (n = 203), we demonstrate that formal mentoring support significantly influences newcomer–protégés' AOC through an underlying self-evaluative mechanism indicated by organization-based self-esteem (OBSE), even in the presence of a well-established alternative mediator (perceived organizational support; POS). Moreover, we further demonstrate when or under what circumstances such effects might be attenuated or exaggerated by introducing a salient boundary condition to such a process (i.e., perceived mentor organizational prototypicality). As the findings reveal, by making newcomer–protégés feel good about themselves in the workplace (i.e., perceive self-value) formal mentoring support can also promote organizational commitment, effects that are likely to be amplified when the formal mentor is perceived to be prototypical of the organization. Thus, bridging the mentoring and socialization literatures, the inclusion of our proposed mediators and moderator and testing their relationships simultaneously not only provides a more nuanced view of the underlying mechanisms through which the effects of formal mentoring support are channeled to influence newcomer–protégés' work attitudes but it offers new theoretical elaboration and contextual understanding that we hope will prompt future research and be of benefit to human resource practitioners. Implications to theory, practice and future research directions are discussed.

本研究提出并测试了一种基于自我概念的观点,即正式指导支持通过多重中介对情感组织承诺(AOC)产生的影响。通过使用时间滞后的多源二元数据(n = 203),我们证明了正式的指导支持会通过基于组织的自尊(OBSE)这一潜在的自我评价机制显著影响新人-被保护人的情感组织承诺,即使在存在一个成熟的替代中介(感知组织支持;POS)的情况下也是如此。此外,我们还进一步证明了在什么时候或什么情况下,通过在这一过程中引入一个突出的边界条件(即感知到的导师组织原型性),这种效应可能会被削弱或夸大。正如研究结果所揭示的那样,通过让新人-候补者对自己在工作场所有良好的自我感觉(即感知到自我价值),正式的指导支持也能促进组织承诺,而当正式指导者被认为是组织原型时,这种效应很可能会被放大。因此,将我们提出的中介因素和调节因素纳入并同时测试它们之间的关系,不仅可以在指导和社会化文献之间架起一座桥梁,而且还可以提供新的理论阐述和背景理解,我们希望这将促进未来的研究,并对人力资源从业人员有所裨益。本文讨论了对理论、实践和未来研究方向的影响。
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引用次数: 0
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal 你让我焦虑!在日常通勤和工作中目睹违反安全规定的行为,导致员工退出工作
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-09-20 DOI: 10.1002/hrm.22197
Seonghee Cho, Sooyeol Kim, Hun Whee Lee, Zhuyi Angelina Li

Safety literature has traditionally focused on identifying and managing risk factors that lead to safety outcomes (e.g., injuries, accidents, death) at work. The current study takes a new perspective on employee safety and proposes that safety-related experience has more general work implications. Drawing on theories of stress coping and workplace anxiety, we test a mechanism on how employees’ daily experiences of safety threats are related to their work behavior via negative emotional reactions. Specifically, we focus on employees’ experiences of safety violations on the way to work and at work during the ongoing struggles with COVID-19. Our daily diary study (Level 1 N = 778, Level 2 N = 84; office workers in South Korea) shows that experiencing safety violations during the daily commute and at work is associated with increased state health anxiety at work, which then translates into work withdrawal on that day. Furthermore, we introduce organizational safety climate as an important mitigating factor of this stress-coping process, as such a climate can emphasize management's commitment to safety.

安全方面的文献历来侧重于识别和管理导致工作安全结果(如受伤、事故、死亡)的风险因素。本研究从一个新的视角来看待员工安全问题,并提出与安全相关的经历对工作具有更普遍的影响。借鉴压力应对和工作场所焦虑的理论,我们检验了员工日常安全威胁经历如何通过负面情绪反应与其工作行为相关的机制。具体来说,我们关注的是员工在上班途中和工作中与 COVID-19 斗争期间对安全违规行为的体验。我们的每日日记研究(1 级 N = 778,2 级 N = 84;韩国办公室工作人员)表明,在每天上下班途中和工作中遭遇安全违规行为与工作中健康焦虑状态的增加有关,进而转化为当天的工作退出。此外,我们还将组织安全氛围作为这一压力应对过程的重要缓解因素,因为这种氛围可以强调管理层对安全的承诺。
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引用次数: 0
Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills 实施人员分析:探索分析和讲故事技能的直接和互补效果
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-09-07 DOI: 10.1002/hrm.22194
Steven McCartney, Na Fu

Although research identifies analytical and storytelling skills as the two broad human capital inputs required to perform people analytics, further research is required to better understand how People Analysts that is, the enactors of people analytics, perceive the impact of these skills on their performance. Accordingly, this study draws on the human capital resource (HCR) and HCR complementarity frameworks to investigate the individual and collective impact of analytical and storytelling skills on People Analysts perceived job performance. A mixed-method sequential explanatory research design is adopted, finding mixed results. Consistent with existing research, results from Phase 1 find People Analysts perceive storytelling skills to be positively associated with their job performance. However, contrary to existing claims, the findings reveal that analytical skills are only perceived to be significant in influencing People Analysts job performance when combined with storytelling skills, supporting a complementarity HCR relationship. To further explain the findings from Phase 1, Phase 2 involved collecting data from 50 people analytics professionals via semi-structured interviews. Results from the thematic analysis reinforce the survey findings while also illustrating that People Analysts perceive the complementarity relationship between analytical and storytelling skills as important for improving job performance. Accordingly, we argue that debate in this area should be reframed to acknowledge the necessity of complementarities in building people analytics capabilities.

尽管研究将分析技能和讲故事技能确定为执行人员分析所需的两种广泛的人力资本投入,但还需要进一步的研究来更好地了解人员分析师,即人员分析的制定者,如何感知这些技能对其表现的影响。因此,本研究利用人力资本资源(HCR)和HCR互补框架,调查分析和讲故事技能对人员分析师感知的工作绩效的个人和集体影响。采用混合方法的顺序解释研究设计,结果喜忧参半。与现有研究一致,第一阶段的结果发现,人物分析师认为讲故事的技能与他们的工作表现呈正相关。然而,与现有的说法相反,研究结果表明,只有当分析技能与讲故事的技能相结合,支持互补的HCR关系时,分析技能才被认为对影响人事分析师的工作表现有重要意义。为了进一步解释第一阶段的发现,第二阶段通过半结构化访谈从50名分析专业人士那里收集数据。主题分析的结果强化了调查结果,同时也表明,人事分析师认为分析技能和讲故事技能之间的互补关系对提高工作表现很重要。因此,我们认为,应该重新界定这一领域的辩论,以承认在构建人员分析能力方面互补性的必要性。
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引用次数: 0
Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values” 更正“绿色人力资源管理实践对员工工作场所绿色行为的影响:心理绿色气候和员工绿色价值观的作用”
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-08-30 DOI: 10.1002/hrm.22193

Dumont, J., Shen, J. and Deng, X. (2017), Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values. Hum Resour Manage, 56: 613–627. https://doi.org/10.1002/hrm.21792

On P.619: in-role and extra-role green behavior is measured using the respective five and six-item scales (instead of three-item scales) developed by Bissing-Olson, Iyer, Fielding, and Zacher (2013). On P.620: CFI = 0.92 and TFI = 0.91 for the four-factor model instead of CFI = 0.86 and IFI = 0.86. On P.621: the partial mediation (χ2 = 398.032, df = 166, RMSEA = 0.06, CFI = 0.97, TLI =0.97) fitted slightly better than the full-mediation model (χ2 = 451.139, df = 167, RMSEA = 0.07, CFI = 0.96, TLI =0.95) for in-role behavior. The partial mediation (χ2 = 430.859, df = 186, RMSEA = 0.058, CFI = 0.97, TLI =0.97) is not significantly better than the full-mediation model (χ2 = 433.279, df = 187, RMSEA = 0.058, CFI = 0.97, TLI =0.96) for extra-role behavior. When the CVs are included, the main effects of green HRM were found to be significant for both in-role green behavior (β = 0.30, p < 0.01) and extra-role green behavior (β = 0.19, p < 0.01).

We apologize unreservedly for this error.

Dumont, J., Shen, J. and Deng, X. (2017), Effects of Green HRM Practices on Employee Workplace Green Behavior:The Role of Psychological Green Climate and Employee Green Values.Hum Resour Manage, 56: 613-627。https://doi.org/10.1002/hrm.21792On P.619:角色内和角色外绿色行为分别使用 Bissing-Olson、Iyer、Fielding 和 Zacher(2013 年)开发的五项和六项量表(而非三项量表)进行测量。关于 P.620:四因素模型的 CFI = 0.92 和 TFI = 0.91,而不是 CFI = 0.86 和 IFI = 0.86。关于 P.621:角色内行为的部分中介模型(χ2 = 398.032,df = 166,RMSEA = 0.06,CFI = 0.97,TLI = 0.97)比完全中介模型(χ2 = 451.139,df = 167,RMSEA = 0.07,CFI = 0.96,TLI = 0.95)略好。在角色外行为方面,部分中介模型(χ2 = 430.859,df = 186,RMSEA = 0.058,CFI = 0.97,TLI =0.97)并没有明显优于完全中介模型(χ2 = 433.279,df = 187,RMSEA = 0.058,CFI = 0.97,TLI =0.96)。当包括 CV 时,绿色人力资源管理的主效应对角色内绿色行为(β = 0.30,p < 0.01)和角色外绿色行为(β = 0.19,p < 0.01)均显著。
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引用次数: 0
Answerable for what? The role of accountability focus in line manager HR implementation 对什么负责?问责制在直线经理人力资源执行中的作用
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-08-24 DOI: 10.1002/hrm.22189
Rebecca Hewett, David Sikora, Jeremy Brees, Rowan Moelijker

Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three-wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.

直线经理通常负责在组织中实施人力资源实践。为什么一些直线经理按预期执行人力资源实践,而另一些却没有?我们利用问责焦点的概念来强调管理者的人力资源实施行为是由他们感到负责的东西驱动的,我们研究了问责焦点是如何被管理者的角色特征塑造的。我们通过两个领域的研究来测试我们的理论模型:一个是对管理者的三波调查,另一个是对管理者和员工的研究。当管理者在他们的人力资源角色中体验到更多的自主权时,他们觉得对结果更负责,并且不太可能实施人力资源实践,但当管理者也觉得自己在人力资源职责中有能力时,这种情况就会减轻。更有能力的管理者对流程更负责,反过来更有可能实施人力资源实践,这与员工的自由裁量努力呈正相关。我们的研究结果强调了管理自主权的界限,以及关于激励机制的理论见解,这些机制推动了人力资源的实施,对员工有影响。我们通过详细阐述问责焦点的法理学网络,并通过若干试点研究开发测量量表,为进一步研究提供机会,从而为管理问责理论做出贡献。
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引用次数: 0
Delayed pay and employee turnover: The buffering role of pay-for-performance 延迟薪酬与员工流动:绩效薪酬的缓冲作用
IF 6.6 2区 管理学 Q1 MANAGEMENT Pub Date : 2023-08-23 DOI: 10.1002/hrm.22191
Kong Zhou, Ying Xia, Guanglei Zhang, Wei He, Kaifeng Jiang

In response to a financial crisis, many organizations adjust their pay systems to reduce labor costs. In this research, we focus on the use of delayed pay (the postponement of employees' contractual compensation) and examine its effect on employee voluntary turnover outcomes. In a field study (Study 1) with data collected from the executive managers of 129 Chinese hotels experiencing a financial crisis caused by coronavirus disease 2019 (COVID-19), we find a positive relationship between delayed pay and the voluntary turnover rate at the organizational level. In addition, this relationship becomes weaker when delayed pay consists of a larger proportion of pay-for-performance (PFP). We then conduct an experiment (Study 2) to extend our theoretical framework to the individual level, establish causality, and examine the underlying mechanism. The results show that the perceived negative instrumentality of stay (i.e., expected economic losses associated with staying in an organization) explains why individuals intend to leave organizations adopting delayed base pay but not delayed PFP. We further replicate these findings in a critical incident technique study (Study 3). We also discuss the theoretical and practical implications of these findings.

为了应对金融危机,许多组织调整了薪酬制度以降低劳动力成本。在这项研究中,我们重点关注延迟支付(员工合同薪酬的延迟)的使用,并考察其对员工自愿离职结果的影响。在一项实地研究(研究1)中,我们发现延迟薪酬与组织层面的自愿离职率之间存在正相关关系,该研究从129家经历2019冠状病毒病(COVID-19)引发的金融危机的中国酒店的执行经理那里收集了数据。此外,当延迟薪酬在绩效薪酬(PFP)中所占比例较大时,这种关系变得较弱。然后,我们进行了一项实验(研究2),将我们的理论框架扩展到个人层面,建立因果关系,并检验潜在的机制。结果表明,感知到的负面停留手段(即与停留在一个组织中相关的预期经济损失)解释了为什么个人打算离开采用延迟基本工资而不是延迟PFP的组织。我们在一项重大事故技术研究中进一步复制了这些发现(研究3)。我们还讨论了这些发现的理论和实践意义。
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引用次数: 0
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Human Resource Management
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