Human Resource Management最新文献

This paper contributes to sustainable HRM theory, policy, and practice by applying and extending systems theory. A framing is developed and applied by triangulating data from 85 interviews with workers, managers, and other stakeholders (e.g., unions, employer representatives, charities) in adult social care, along with qualitative and quantitative secondary data sources. The findings highlight three main (un)sustainable HRM challenges shaped by inconsistencies between employment in the public and independent sectors: constrained system resources, disconnected career structures, and uneven voice patterns. The article contributes to HR theory by re-framing “(un)sustainable HRM” to include how actors are constrained and/or supported by multi-level relationships between systems and sub-systems. The research advances policy and practice by proposing how more sustainable HRM approaches could be implemented.

As more organizations move to remote hiring assessments, important questions emerge as to the effects on scores, racioethnic, and gender subgroup differences, and candidate reactions. We compare scores of candidates assessed remotely under proctored conditions (N = 902) versus onsite (N = 891) in an actual selection context in the same organization, in the same time period, and on the same cognitive ability tests, case exercises, and structured interviews. Controlling for job, there were no differences for cognitive ability tests or case exercises in the remote environment, but higher scores for structured interviews, leading to a slightly higher total score for all assessments combined and a 5% increase in the overall passing rate. Within groups, Hispanic or Latino candidates performed better on the remote cognitive ability test compared with Hispanic or Latino candidates onsite, while Asian candidates performed better remotely for the case exercise. All subgroups performed better on the remote structured interview compared with their onsite counterparts. No between-group differences emerged by racioethnicity, but women outperformed men on the remote cognitive ability test compared to onsite. Candidate fairness reactions did not differ by test environment for any assessments or subgroups. We conclude that: (1) remote proctored assessments will not create lower overall passing rates (i.e., fewer candidates for hire); (2) differences in remote assessment scores may depend on the type of assessment, with the greatest positive differences for structured interviews; (3) remote assessments do not disadvantage racioethnic minority candidates or candidates overall; and (4) remote assessments do not reduce candidate fairness reactions.

With the passage of cannabis-friendly legislation in the U.S., cannabis use is on the rise and poses increasing challenges to managing human resources in the workplace. However, the literature offers a limited understanding of its long-term implications for career outcomes. Drawing on social selection theory, we argue that cannabis use negatively influences one's extrinsic career outcomes (i.e., income and occupational prestige) over time via lowered job complexity. Furthermore, based on social causation theory, we propose an alternative model in which higher job complexity reduces cannabis use over time to facilitate one's extrinsic career outcomes. Using 8 years of longitudinal panel data from multiple sources, we found support for the hypothesized reciprocal effect between cannabis use and job complexity and their influences on income and occupational prestige. Moreover, the impact of job complexity on extrinsic career outcomes via cannabis use was stronger than the impact of cannabis use on extrinsic career outcomes via job complexity. We discuss this study's theoretical and practical implications for cannabis use and human resource management research and practice.

Leveraging theories from the friendship, contact, and collective action literatures we examine the effects of a unique learning function of cross-race friendships—discrimination awareness—on workplace allyship. Using field and experimental designs, we found that this function of cross-race friendships creates a sense of moral outrage that motivates Whites to engage in and support allyship at work. This function predicted allyship behaviors and was resilient to ally risk, which reflects organizational sanctions for voicing concerns about racism. Robustness tests showed that other forms of interracial contact (positive/negative contact; residential, family, and work group diversity) had little effect on allyship and the effects of this friendship function held when we controlled for them. This function also contributed explanatory power beyond individual differences in race-related ideologies and personality traits, such as social dominance orientation and beliefs in the malleability of prejudice. The relationship lens offered here brings new theoretical traction to the field of allyship and illustrates the potential of cross-race friendships as sources of learning and agents for organizational change.

This study explores quiet quitting—a distinct form of workplace withdrawal—in the Greek context, adopting a multilevel approach to understand how cultural, institutional and individual factors shape this emerging phenomenon. Drawing upon relevant literature, we investigate the macro, meso-organizational, and micro-individual level factors that shape the emergence and persistence of quiet quitting. Through a qualitative, interview-based methodology, we engage with a diverse sample of Greek Human Resource (HR) managers to capture their perceptions and lived experiences of the factors that contribute to quiet quitting. Our findings highlight the complex interplay between societal shifts, cultural norms, organizational practices, and individual coping mechanisms that give rise to and sustain quiet quitting behaviors. We propose a conceptual framework that situates quiet quitting within the unique socio-cultural, economic, and institutional realities of the Greek context. This framework reveals how quiet quitting manifests as a dynamic process, initiated by psychological contract breaches and perpetuated through cycles of emotional exhaustion and identity rationalization. By providing a holistic understanding of the quiet quitting phenomenon, this study contributes to the advancement of contextualized Human Resource Management (HRM) research and offers valuable insights for practitioners navigating the challenges of the modern workplace.

Heavey, C., Simsek, Z., and Fox, B. C. 2015. “Managerial Social Networks and Ambidexterity of SMEs: The Moderating Role of a Proactive Commitment to Innovation.” Human Resource Management 54: s201–s221. https://doi.org/10.1002/hrm.21703.

On page S202, the following sentence is corrected to include a missing citation:

Outside the firm, top managers' ties with customers, suppliers, competitors, financial agencies, industrial authorities, and government bodies serve as conduits for knowledge that can shape managerial views of the environment and expand the range of ideas, information, and decision alternatives available for consideration (e.g., Cao et al. 2010; Geletkanycz and Hambrick 1997).

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Neurodivergent employees (NDEs) are characterized by different neurological profiles, including but not limited to autism, attention deficit hyperactivity disorder, and Tourette syndrome, face underrepresentation, and undervaluation at work. This review employs the technology affordance lens and a diversity and inclusion model to explore how social media (SM) can facilitate the inclusion of NDEs. We propose a technology-inclusion framework as a foundation for future model testing by delineating the key variables and relationships at play. A narrative review is adopted to discuss our findings derived from a comprehensive search of relevant literature, which yielded 41 journal articles and five book chapters. We employed thematic analysis, facilitated by ATLAS.ti's artificial intelligence coding function, to critically review and analyze the shortlisted articles through a rigorous, iterative process. Our framework highlights three pathways (NDE-related, leader-related, and peer-related) that discuss the combination of SM affordances enhancing and inhibiting the inclusion of NDEs. In particular, SM affordances can build inclusion by enhancing self-efficacy and a sense of empowerment, facilitating accessible communication, and connection. However, privacy and personal safety concerns explain why SM affordances sometimes undermine inclusion. Likewise, pathways related to supervisory support, and increased interactions and support from peers highlight the role of leaders and peers in translating SM affordances to NDEs' inclusion. We emphasize that leveraging SM applications, understanding NDEs' specific needs, and fostering an inclusive culture starting from organizational leadership can significantly contribute to promoting inclusion and support for NDEs in the workplace.