Asia Pacific Journal of Human Resources最新文献

In a dynamic business environment, human resource (HR) flexibility has emerged as a key factor in improving organizational performance and in potentially influencing employee outcomes. However, research on the complex cross-level effects of HR flexibility on employee outcomes remains underexplored. This study addresses this research gap by focusing on HR flexibility and its impact on employee creativity. Drawing on social information processing (SIP) theory, we present a novel model that elucidates the mechanisms through which HR flexibility promotes employee creativity and identifies the boundary conditions under which this effect is most pronounced. Specifically, we argue that perceived HR strength and career satisfaction play serial mediating roles in the relationship between HR flexibility and employee creativity, and that employer brand positively moderates this relationship. Our arguments are supported by a sample of 344 employees and 72 senior HR managers from financial services companies in China. Our work applies SIP theory to deepen the understanding of HR flexibility and contributes to the literature on HR flexibility and creativity.

Cao, M., Zhao, S., Ma, Y. and Lv, H. (2024), Breaking the negative cycle of age and proactive behavior: the role of job variety and future time perspective. Asia Pac J Hum Resour, 62: e12410. https://doi.org/10.1111/1744-7941.12410

In the Acknowledgement section, the funding information was updated to reflect the following numbers 72372047, 72372070.

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The industrialized world's workforce is aging. China, as one of the important representative countries in the Asia-Pacific region, is also experiencing an aging trend. Older people are often viewed as inflexible and unwilling to proactively change their environment or themselves to some extent. Prior studies have also found a negative association between age and proactive behavior. Therefore, breaking this negative cycle of age and proactive behavior becomes significant for the literature on age and management practices regarding older employees. In this paper, we identified job variety as a critical boundary condition and suggested that it would moderate the relationship between age and future time perspective, ultimately affecting proactive behavior. Our model was tested using a multilevel and multisource sample including 36 managers and 193 employees in China. The results showed that when job variety is high, the negative relationship between age and behavior becomes nonsignificant. Further, the interaction between age and job variety influenced proactive behavior through individuals' future time perspective. By identifying the important role of job variety, our study contributes to human resource management interventions for the aging workforce in China and other Asia-Pacific countries.

This study experimentally investigates initial trust formation in the organizational context of an artificial intelligence (AI) system in human resource management (HRM). Drawing on social exchange theory and leader-member exchange theory, we identify factors that contribute to initial trust in AI through cognitive and affective processing from the perspective of employees in the Chinese context. An online survey (N = 426) was conducted with a 2 (explanation of AI: without vs with) × 2 (trust in leaders: low vs high) design. Our findings demonstrate that initial trust plays a crucial role in AI adoption, and a trustworthy leader increases employees' AI trust and intention to adopt. Providing AI's benefits and risks moderates initial trust and the pathway to adoption. Moreover, familiarity with AI's application in HRM and organizational collectivism is also beneficial. Our findings suggest that organizations should prioritize cultivating initial trust in AI with employee-oriented strategies, including trusted leadership and supportive training resources.

Although employee involvement is playing an increasingly important role in contemporary human resource management, the phenomenon of employee silence is prevalent in the workplace. This study examines how leader benevolence and authoritarianism, the two components of paternalistic leadership, affect employee silence in the Chinese context. Data from 415 employees nested in 42 workgroups provide evidence for a cross-level, three-way interaction between benevolent leadership and authoritarian leadership and employee collective identity predicting employee silence. Specifically, benevolent-authoritarian leadership predicts the lowest employee silence behavior when an employee holds a high level of collective identity. This three-way interaction effect is mediated by employee interpersonal justice. Our study extends the knowledge of employee voice/silence behavior in the Chinese cultural setting by shedding light on the role of leadership characteristics. To reduce employee silence, organizations should provide training to improve leaders' skills to balance authoritarianism with benevolence, as well as activate employees' collective identity to further enhance the effectiveness of paternalistic management.