Human Resource Management最新文献

This article explores the gaps in strategic human resource management (SHRM) research exposed by the COVID-19 pandemic in order to guide future SHRM research in the context of environmental crises. Using evidence from Danish companies and public organizations collected using a mixed-methods sequential design, we discuss whether existing SHRM frameworks can adequately frame and deliver the academic knowledge needed to address the novel challenges posed by the pandemic. We formulate guidelines for future research that will shape discussions of the role of SHRM in building organizational resilience in the face of environmental crises.

The theory of relational coordination holds that frequent, timely, accurate, and problem-solving communication positively interacts with relationships of mutual respect, shared goals, and shared knowledge to support effective work coordination. With increasing numbers of employees working remotely, Advanced Communication Technologies (ACTs) are crucial for enabling the communication necessary for relational coordination. To investigate how organizations can maintain effective communication between employees in remote work settings, we conducted 47 interviews across multiple organizations. We find that users enact different affordances, that is, action possibilities, of the same material features of an ACT. Enacting these affordances supports frequent, timely, accurate, and problem-solving communication when working remotely. Which affordances users enact varies systematically with job characteristics. Specifically, users whose jobs have high levels of task variety, autonomy, creative problem solving, and interdependence across teams enact more of the affordances that enable effective communication. Comprehensive ACTs that integrate all communication features into one technology and rules requesting the company-wide exclusive interaction with this ACT strengthen the relationship between users' job characteristics and affordance enactment. Our findings show that it is important to involve HRM from the outset so that, in close cooperation with IT, a system can be found that—supported by suitable sets of rules—enables effective communication.

As an emerging topic in human resource management (HRM) research, organizational citizenship behavior for the environment (OCBE) and workgroup green advocacy (WGGA) have been studied as a proxy of the environmental performance of organizations as well as a potential way for companies to assess the impact of their environmental strategies and initiatives. Viewing OCBE and WGGA as green-focused knowledge, skills, abilities, and other characteristics and building on leader-member exchange theory, we examined the effects of leaders' OCBE and WGGA, person-supervisor fit (PSF), and person-group fit (PGF) as well as their potential interactions on members' OCBE and WGGA. To minimize the potential impact of different company strategies, the study was conducted in one MNC using a sample of 269 members from 64 teams. The results revealed that PSF and especially PGF were associated with members' OCBE and WGGA, but leaders' OCBE was a stronger predictor of members' OCBE and WGGA than leaders' WGGA. Contrary to our prediction, no moderating effect of PSF or PGF was found for the associations between leaders' and members' WGGA and OCBE. Together, these findings shed light on the differential trickle-down effects of leaders' perceptions and behaviors in the context of environmental management. As for the implications for HRM practitioners, our findings suggest companies may focus on leaders' OCBE and WGGA as well as on PSF and PGF independently as the means to shaping team members' OCBE and WGGA to support environmental strategies.

Employee mental health is a central issue in today's global workplace. This paper analyzes the effect of high performance work systems (HPWSs) on employee mental health. We integrate HPWS concepts with job demands-resources (JD-R) theory to examine competing theoretical perspectives—a positive HPWS influence and a negative HPWS influence on employee mental health. We examine employees' perceptions of psychological empowerment as an indicator of the motivational pathway of the JD-R and work-role overload as an indicator of the strain pathway to explain the differential effect of HPWSs on mental health. We also incorporate organizational identification theory to demonstrate how one's identification with the organization can either accentuate or attenuate feelings of both psychological empowerment and work-role overload. Findings from a study of 999 employees in 174 South Korean organizations indicate that HPWSs are positively associated with employee mental health via employee perceptions of empowerment and that HPWSs are negatively associated with employee mental health through perceptions of work-role overload. Furthermore, the study finds that organizational identification attenuates the relationship between HPWS and both empowerment and overload. Practice-level post hoc analyses also reveal that the job design characteristics, pay level, and participative decision-making are linked to empowerment. In addition, participative decision-making is most strongly associated with work overload.

Human resource leaders are experimenting with new approaches to organizing and utilizing workers that are not limited to the traditional boundaries of the firm, but rather expand to an ecosystem of work and organization. This special issue introduction article introduces a set of papers from management scholars discussing the ecosystem of work and organization and offers a roadmap for future research on HR ecosystems. An ecosystem perspective invites us to rethink our current frameworks to better link theory to practice. It also challenges us to shift our level of analysis from the organization to the ecosystem, asking: how is work organized and conducted within this complex and evolving context? These papers uncover trends related to (1) technological mediation, (2) impermanence and adaptation, and (3) shared governance. Our hope is that by framing these trends found within the research in this special issue that scholars will be provided a better road map in moving forward with their own research on the role of HR within the ecosystem of work and organization.

Research on women in leadership positions has largely focused on the board or top management team (TMT) leadership level, showing that increased female representation at these levels can benefit organizational performance. However, the strategic implications of female representation at middle management have been largely neglected. The current study addresses this issue in relation to High Performance Work System (HPWS) improvement and organizational performance (profitability). By analyzing the multi-wave (2009, 2011, and 2013) Workplace Panel Survey (WPS) data collected from 1101 organizations in South Korea, we found a gender diversity advantage at middle management; that is, a higher level of gender diversity of middle management translated into a higher level of organizational performance due to HPWS improvement. However, this advantage appeared only in the presence of a high level of subordinates' gender diversity. Our findings have important implications for gender diversity and strategic human resource management.

Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV-related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non-linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of diversity, equity, and inclusion-related HR practices are discussed.

Leadership coaching—a relational process by which a professional coach works with a leader to support their development—is a common component of learning and development portfolios in organizations. Despite broad agreement about the importance of the coaching relationship, relational processes remain undertheorized, failing to account for the growth and intertwining of coach-leader self-concepts as they engage in a generative and co-creative coaching process. To address these shortcomings, we reconceptualize the relational process within coaching as one of relational self-expansion and theorize that the communication channel and communication quality impact relational self-expansion which, in turn, influences coaching effectiveness. Our hypotheses are tested in a field experiment featuring random assignment to experimental conditions (communication channels) in which a coaching intervention was deployed in five organizations. Using structural equation modeling, we demonstrated that communication quality and relational self-expansion during the coaching process positively predicted coaching effectiveness. Contrary to expectations, communication quality did not differ by channel (phone, videoconference, face-to-face) nor did it predict relational self-expansion.

Organizations are increasingly augmenting employee jobs with intelligent machines. Although this augmentation has a bright side, in terms of its ability to enhance employee performance, we think there is likely a dark side as well. Draw from self-regulation theory, we theorize that dependence on intelligent machines is discrepancy-reducing—enhancing work goal progress, which in turn boosts employees’ task performance. On the other hand, such dependence may be discrepancy-enlarging—threatening employee self-esteem, which in turn detracts from employees’ task performance. Drawing further from self-regulation theory, we submit that employees’ core self-evaluation (CSE) may influence these effects of dependence on intelligent machines. Across an experience-sampling field study conducted in India (Study 1) and a simulation-based experiment conducted in the United States (Study 2), our results generally support a “mixed blessing” perspective of intelligent machines at work. We conclude by discussing the theoretical and practical implications of our work.