Asia Pacific Journal of Human Resources最新文献

Green human resource management (GHRM) practices increasingly receive attention by both HRM scholars and practitioners. Research on these practices has emphasised systems rather than individual HR practices and HR managers' perceptions rather than employees' perceptions of these practices. In addition, little attention has been paid to the mediating mechanisms that link employee perceptions of GHRM practices to voluntary green work behaviour (VGWB) outcomes. This study addresses these research gaps by investigating the impact of employee perception of four individual GHRM practices – recruitment, selection, performance management and compensation – and their impact on employee VGWB in Chinese manufacturing firms. We also investigate the mediating role of reflective moral attentiveness (RMA). Applying signalling theory and drawing on data collected from 300 employees in 50 manufacturing organisations, we found a direct relationship between all four individual GHRM practices and VGWB. We also found that RMA partially mediated the relationship between selection, performance management and compensation practices (but not recruitment) and VGWB. We discuss the theoretical and practical implications of our study findings.

This paper addresses the increasingly important issue of well-being of Paramedics, the frontline of our health system, not least during a pandemic. Using e-diaries, this research identifies the stress this workforce is under and the need to address these issues. We argue that the use of smart technologies is a critical advancement in helping identify well-being issues in real time. In enabling this real-time accumulation of data, the opportunity is created to immediately address and effectively respond to emerging issues. In doing this, human resources and management can negate potential burnout and turnover.

Does outsourced employees' risk behavior depend more on rationality or emotion in temporary interorganizational project-based teams? Combining trust-related research and a time trajectory perspective, this study re-examines the relationship between trust and outsourced employees' prohibitive voice in interorganizational project-based teams. Two-wave survey data were collected from 286 outsourced employees and their supervisors across 52 interorganizational teams in China. Empirical results show that outsourced employees' prohibitive voice depends more on cognition-based trust than on affect-based trust. With project execution time increases, the promoting effect of affect-based trust on prohibitive voice shows an increase, while the impact of cognition-based trust demonstrated little variation. Moreover, outsourced employees' perceptions of leader-member exchange (LMX) differentiation mediates the moderating effect of project execution time on the relationship between affect-based trust and prohibitive voice. However, the mediated moderation effect is not significant for cognition-based trust. Theoretical and practical implications for project-based team management are discussed.

This research aims to investigate how organizational high-commitment HRM, leader's trust, and coworker support influence well-being in the workplace. Based on signaling theory and conservation of resources theory, we first posit that high-commitment HRM is positively related to work well-being through reducing job insecurity. We also assume that leader’s trust in subordinates and coworker support serve as important moderators in this relationship. We adopt a multilevel, multisource field survey with 1369 supervisors and 6975 employees from 128 firms in China. Results support our hypotheses, indicating that job insecurity mediates the relationship between high-commitment HRM and work well-being. Leader’s trust in subordinates and coworker support moderate the mediating effect of job insecurity; specifically, the effect of job insecurity is stronger when leader’s trust is high rather than low, and when coworker support is low rather than high. These findings provide a finer-grained understanding of how organizational HRM, leaders, and coworkers interact to affect employee job insecurity and, finally, work well-being.

Many studies have investigated the effects of human resource management practices on employee performance. Managers' belief in the importance of competent human resource management at the firm level and the department level influences its impact on employee performance, yet this has not been examined. Accordingly, based on the theory of upper echelons, this study empirically tested a trickle-down effect model of managers' belief in HRM importance on employee performance. A cross-level analysis was conducted using data collected from 56 top managers, 91 department supervisors and 316 employees in China. The results showed: (1) top managers' belief in human resource management importance positively influenced human resource management competence, which, in turn, played a fully mediating role between human resource management importance at the firm level and human resource management effectiveness at the departmental level; (2) the effectiveness of human resource management as evaluated by department supervisors exerted a significant positive influence on employees' human resource practices; and (3) the effectiveness of human resource management as evaluated by department supervisors indirectly affected employees' performance through their perceived human resource practices.

There is now a substantial body of literature on talent management (TM). However, this relatively young field of research has been primarily segmented into macro-, meso- and, mostly, micro-level studies with little cross-level interrogation. Our case study, involving 42 interviews and four focus groups with local government leaders, company managers and talent, contributes to the conceptualization of the role of local governments as important stakeholders in the process of developing a TM system in leading private firms in China to help achieve regional economic development goals. We develop a three-level analytical framework to map out how the local government legitimizes its power and mobilizes resources to shape the TM system of the two leading private firms in our study. By assessing the role of the local government in the construction of the talent network and TM strategy, policy and practice at firm level, we reveal how the network is shaped by the state as the lead actor through a set of strategic interventions to align and achieve government and business goals through a government-business relations perspective.

Drawing on the social capital theory, the present study examined the relationship between high-performance human resource practices (HPHRP) and individual well-being, as well as its mechanism and boundary conditions in China. With a sample of 4,395 employees from 437 companies, the results of hierarchical linear modeling revealed that employee networking mediated the relationship between HPHRP and well-being. Moreover, the positive effect of networking on well-being was enhanced under high levels of proactive personality. By exploring the relationship between HPHRP and well-being through a networking perspective and incorporating individual factors into the research model, the present study provides a clearer picture of when and how HPHRP works in the Chinese context. Implications for the literature and managerial practices were discussed.

Autistic adults face alarmingly high rates of unemployment and underemployment. There is limited research regarding employers’ capacity to support autistic persons, how to better understand employers’ needs and their key role in employment processes. In this employer-focused qualitative study, 14 Australian employers and nine professional experts were interviewed in depth. The identified themes were 1) Employer awareness and knowledge of autism; 2) Autism is a strength rather than a deficit, disorder or disability; 3) Employer empowerment is a key facilitator of change and 4) Autism tools for the employer. These findings highlight the need for ongoing education of employers to strengthen knowledge in the workplace about autism and addressing workplace environmental variables directly. Novel findings were the critical importance of employer self-care and treating all employees the same.

Drawing on social learning theory, we explore how a leader's job involvement affects individual follower creativity in teams. Using a sample of 156 leaders with 1051 employees from knowledge-based teams in China, we find that leader's job involvement has a cross-level influence on follower creativity through the mediating role of follower's job involvement. In addition, leader's prosocial motivation and leader-member exchange (LMX) could strengthen the positive relationship between leader's job involvement and follower's job involvement and also strengthen the indirect positive relationship between leader's job involvement and follower creativity via follower's job involvement. The theoretical and practical implications of these findings are discussed.