Human Resource Management最新文献

Human resources (HR) managers struggle to manage the adverse impact-validity tradeoff where some of the most predictive and affordable hiring procedures, such as mental ability tests, often result in lower hiring rates for racioethnic minority subgroups of candidates, thus creating legal risks due to anti-discrimination laws. In this study, we examine whether employer-sponsored practice testing will reduce subgroup differences in test performance by offering an equalizing preparation opportunity framework based on the tenant of access, including access to information and opportunities to perform. In a large diverse sample in an operational selection context (N_{practice test} = 29,626; N_{actual test} = 18,408; N_both = 5078), we found that candidates who took the practice test scored higher on the actual tests than those who did not. All candidates benefitted by receiving an accurate estimate of passing the actual test and increasing their likelihood of applying. Further, racioethnic minorities realized greater score gains than racial non-minorities, thereby reducing subgroup mean differences and subsequent adverse impact. The results were supportive for all major racioethnic minority subgroups (Asians, Blacks or African Americans, and Hispanics), and effect sizes were meaningfully large. Finally, we examined differences in other preparation tactics (e.g., gaining additional experience, using study guides) and found that racioethnic minorities were likely to use some tactics more than racioethnic non-minorities, but not the most predictive tactics. We conclude that HR managers should consider equalizing preparation opportunities, specifically practice testing, to help address the adverse impact-validity tradeoff by reducing impact without abandoning valid employment tests.

Incidents of workplace violence are commonplace against nurses and personal care assistants (PCAs) employed in aged care facilities. This article examines ways in which managers and human resource (HR) departments manage workplace violence. In this context, understanding anti-violence human resource management (HRM) practices and other ways in which incidents of violence are managed may have important implications for workforce sustainability. Greenwood and Freeman's [Greenwood, M., & Freeman, R. E. (2011). Ethics and HRM: The Contribution of Stakeholder Theory. Business & Professional Ethics Journal, 269–292.] conceptual model of employee engagement and “ethical” HRM underpins this study by focusing on stakeholder engagement and stakeholder agency. We take a qualitative approach to examine workplace violence in aged care facilities in Australia by conducting semi-structured interviews with 60 participants. We report on narratives of participants highlighting the unethical use of HRM as evidenced by a lack of anti-violence HRM in aged care facilities. To encourage greater workforce sustainability, we argue that HR departments and managers need to behave ethically and better support the management and mitigation of workplace violence against workers in aged care facilities. Our paper provides new theoretical and practical insights into understanding the role of stakeholder engagement and stakeholder agency, and the moral treatment of employees through the development of anti-violence HRM within the aged care context.

This study investigates the workplace experiences of 51 ethnic minority professionals who self-identify as neurodivergent, focusing specifically on the impact of intersectional stereotyping within organizations in the United Kingdom and United States. Drawing on models of intersectional stereotyping, the research explores how neurodivergent employees' racial or ethnic minority backgrounds influence their self-perceptions and experiences regarding prevailing stereotypes in professional environments. Semi-structured interviews reveal that neurodiversity intersects with ethnicity, to either amplify or mitigate prevailing stereotypes during recruitment, performance evaluations, and career progression. Specifically, for Black and Latinx professionals, neurodiversity intensifies pejorative assumptions, reinforcing deficit stereotypes, while for Asian participants, neurodiversity can contradict the “model minority” stereotype. Neurodivergent behaviors are often seen as cultural mismatches with dominant norms, leading individuals to employ identity management strategies for professional advancement. This study extends general HRM diversity and neurodiversity research agendas by elucidating salient intragroup differences at this intersection, expanding intersectional stereotyping literature to include neurodiversity, and underscoring the practical need for integrated organizational inclusion initiatives that address the complex interrelationships between ethnicity and neurodiversity.

Contemporary job postings increasingly rely on visual content to attract applicants through social media platforms, calling for scholarly attention to organizational aesthetics in recruitment. This study accordingly examines the signaling function of biophilic workspace design conveyed in job posts. We integrate theorizing on organizational aesthetics and biophilia with signaling theory to posit that biophilic job posts serve a dual signaling role as both a stimulus of signal attention by eliciting a visceral response and as a signaled source of credible information by evoking an evolutionary disposed cognitive interpretation. More specifically, we model pleasure and arousal as an indicator of stimulated attention, organizational attraction and the willingness to trade pay as evaluated responses to the signal, and attributions of communal organizational traits as an intervening interpretation of the signal—consistent with the role of symbolic attributes in prospective applicant evaluation of organizations. Three primary experiments largely support our predictions. Overall, this research extends the function of aesthetic signals to organizational signaling, validates organizational aesthetics as a stimulus of directed evaluation, and expands the scope of biophilic theory in organizational research. Findings also inform the practical question of whether biophilic job posts function as a non-pecuniary differentiator in recruitment.

A growing number of studies have recognized the pivotal role of relational Human Resource Management (HRM) systems in fostering positive interpersonal relationships in the workplace. These systems are tailored to fulfill specific relational objectives through collective-level mechanisms. However, there has been a notable neglect of strategies for establishing the general foundations of positive workplace relationships and the contributions of individual actors in relationship-building activities. Drawing upon the multilevel micro-foundational structure framework and strategic human capital theory, this study introduces and validates a new measure of strategic relational HRM (SRHRM) systems. This measure incorporates a set of interrelated HRM practices aimed at reinforcing individual employees' relational knowledge, skills, and abilities, which serve as micro-foundations for the development and maintenance of workplace relationships. Our methodology encompasses a meticulous validation process for the SRHRM measure. This involves employing four diverse samples from North America and Asia to assess its content validity, internal consistency, convergent and discriminant validity, as well as criterion-related validity. Our findings provide substantial support for the application of the SRHRM measure in future empirical investigations.

As many organizations have sought to increase their neurodiversity, they have tended to focus on human resource (HR) practices and programs for increasing representation, especially of autistic employees. There has been comparatively less attention regarding HR practices that relate to sustaining employment and fostering workplace performance for autistic employees. Sustaining employment is a particular challenge because the signals sent by HR practices and the neurotypical managers implementing them are often differently interpreted by autistic employees—the double empathy problem. As the pay practices and pay-for-performance (PFP) systems critical to retention and career advancement have increasingly broadened beyond objective assessments of task performance to include more subjective assessments and contextual performance, the double empathy problem can worsen leading to unintended negative consequences. We draw upon signaling theory to theorize how and when PFP worsens or mitigates the double empathy problem. Specifically, we develop a model and set of propositions that posit how the attributes of signals (observability, consistency, and frequency), the resulting shared relevance of signals, their effects on behavior, and managers' subsequent interpretations of employee behavior and performance form a cycle through which performance-reward signals tighten or loosen and, in turn, affect autistic employee well-being and turnover. We close by discussing how our model may apply to other forms of neurodivergence and implications for future research regarding the practices, signals, and interpretations that create or inhibit environments supportive of neurodiversity.