Human Resource Management最新文献

We document the size and scope of the industry of for-profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing topics that have relevance, and it should also matter to teachers of human resources who want to present an accurate description of practice to students. Aside from the now remarkable size of the HR industry, arguably its most important attribute is its marketing efforts, which now drive the agenda for the field of HR. A concern about that agenda is that it often creates the perception of challenges for management when in practice no evidence of those challenges exists.

Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills-matching perspective on talent management, including initial and dynamic skills-matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills-matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills-matching, responsive to external and internal demands.

This study contributes to the diversity literature by probing whether diversity papers are cited as frequently as nondiversity papers in management and industrial/organizational (I/O) psychology journals. Based on the stigma-by-association theory, I argue that as a result of their association with minority groups, diversity papers may be devalued and thus “othered” by scholars. Using a citation analysis of 46,930 papers published in 29 peer-reviewed management and I/O psychology journals, I present empirical evidence in Study 1 that diversity papers were cited significantly less frequently than nondiversity papers. The authors' gender and institutional prestige, journal tier and domain, and year of publication were not moderators. In Study 2, I used a scenario experiment to demonstrate the stigma-by-association effect. The authors' gender demonstrated a significant moderating effect in this experiment.

Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content-based) understanding of the construct and failure to incorporate its branding-related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis-à-vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions.

Despite their prevalence, workplace diversity and inclusion (D&I) practices continue to produce inconsistent effects on employee attitudes and behaviors. This shines a light on the need for evidence-based approaches in understanding how employees enact D&I goals. Drawing on self-determination theory, we argue that employee D&I motivation is an untapped pathway for understanding how inclusion-supportive employee outcomes (i.e., more inclusion and less exclusion) emerge. In addition, we leverage attribution theory to inform when employee motivation can be shaped, demonstrating that employee attributions of the intentions behind their organization's D&I practices play an important role in shaping their subsequent D&I motivation. Across two studies, latent profile analysis identified five distinct profiles of D&I motivation, which were differentially related to inclusion and exclusion (Study 1) and predicted by D&I attributions (Studies 1 and 2). Combined, these findings highlight the importance of understanding employee motivations and attributions within the context of D&I. Such knowledge can inform how employees enact inclusion goals, which has the potential to help organizations realize the desired benefits of diversity.

There is an increasing body of research on algorithmic management (AM), but the field lacks measurement tools to capture workers' experiences of this phenomenon. Based on existing literature, we developed and validated the algorithmic management questionnaire (AMQ) to measure the perceptions of workers regarding their level of exposure to AM. Across three samples (overall n = 1332 gig workers), we show the content, factorial, discriminant, convergent, and predictive validity of the scale. The final 20-item scale assesses workers' perceived level of exposure to algorithmic: monitoring, goal setting, scheduling, performance rating, and compensation. These dimensions formed a higher order construct assessing overall exposure to algorithmic management, which was found to be, as expected, negatively related to the work characteristics of job autonomy and job complexity and, indirectly, to work engagement. Supplementary analyses revealed that perceptions of exposure to AM reflect the objective presence of AM dimensions beyond individual variations in exposure. Overall, the results suggest the suitability of the AMQ to assess workers' perceived exposure to algorithmic management, which paves the way for further research on the impacts of these rapidly accelerating systems.

In the present article, we propose the concept of the HR function's relational activities and examine its influence on the firm's human capital resources (HCRs) and performance. Integrating insights from various streams of research in strategic human resource management (HRM) and strategic human capital, we develop a relational perspective of the HR function and propose the relational activities as the HR function's advisory and informative activities toward its internal stakeholders (i.e., line managers, employees, and senior managers) to help the stakeholders meet their goals and needs. In our framework, we theorize how the HR function's relational activities lead to superior firm performance by enhancing the firm's HCRs and identify the firm's strategic HR systems and human capital losses as factors that complement and necessitate the HR function's relational activities, respectively. Using a five-wave, nationally representative panel dataset covering 1415 firm observations, we find robust support for our hypotheses: the HR function's relational activities were positively related to HCRs, which was more pronounced when coupled with high levels of strategic HR systems and human capital losses. The HCRs, in turn, transmitted the effects of the relational activities on the firm's subsequent operational and financial performance. Overall, these findings develop strategic HRM theory by contributing a more comprehensive conceptualization of the HR function's role in the strategic HRM process and by revealing its effects on firm performance along with key moderators.

Integrating the theory of workplace deviance with person–environment fit theory, we propose a two-pathway model to explain why and how employees who feel overqualified engage in time theft behavior. Specifically, we anticipate that feeling overqualified will negatively influence focal employees' experienced authority fairness and erode their work meaningfulness, which in turn will lead to increased time theft behavior. Further, we argue that voice endorsement serves as a key boundary condition mitigating the negative effects of perceived overqualification. We conducted two multi-waved and multi-sourced field studies to test our proposed hypotheses. Study 1 (247 employees and 47 supervisors) revealed that perceived overqualification is associated with time theft behavior through the mediators of experienced authority fairness and meaningfulness. Study 2 (405 employees and 73 supervisors) replicated the findings of Study 1 and tested our full model. We discuss the theoretical and practical implications of our findings.

When does pay dispersion elicit positive or negative employee attitudes? A review of the pay dispersion literature indicates a controversy around this vital question and suggests that numerous contingency factors moderate the effects of pay dispersion. In an empirical study of four Finnish companies consisting of 141 work units, we examine contingencies in attitudinal reactions to job-based pay dispersion among blue-collar workers. Based on archival pay data matched with employee survey responses (n = 536), we find that perceptions of pay basis legitimacy, task interdependence, and an individual's pay standing within the work unit explain the strength and direction of the relation between job-based pay dispersion and employee attitudes (i.e., work engagement and organizational commitment). Our findings have implications for the design of pay systems and contribute to a better appreciation of the complexities underlying employee attitudinal responses to pay dispersion.

Contributing to the literature on positive effects of overqualification, this research examines when and why perceived overqualification predicts affiliative and proactive performance at work. Integrating optimal distinctiveness theory with self-construal theory, we propose that depending on the nature of an employee's self-construal (i.e., independent, or interdependent), perceived overqualification will be associated with two opposing motivational processes—namely, differentiation and assimilation. We expect perceived overqualification to have a positive relationship with a motive for assimilation when an employee has a strong interdependent self-construal. Conversely, we expect perceived overqualification to have a positive relationship with a motive for differentiation when an employee has a strong independent self-construal. We further argue that assimilation-seeking and differentiation-seeking motives will be positively related to affiliative and proactive performance, respectively. We conducted two multi-waved and multisourced studies to test our hypotheses. In a pilot study (N = 249), we first tested our moderation hypothesis. In our main study (N = 496), we tested our overall moderated mediation model. Results from both studies reveal that perceived overqualification can trigger a need for differentiation or assimilation in employees depending on the nature of their self-construal. The differentiation-seeking motive was positively related to proactive performance, while the assimilation-seeking motive was positively related to affiliative performance. Our findings advance overqualification and motivation literatures and provide insights into talent acquisition and management.