Asia Pacific Journal of Human Resources最新文献

Fitzsimmons, T.W., O'brien, K.R. Crane, M.E., Head, B.W. & Callan, V.J. (2025). Asia Pacific Journal of Human Resource Management, 63(3): e70017

In Section 3.1, “Author 2 et al., 2019 REMOVED FOR PEER REVIEW”

Citation should be O'Brien et al. (2019)

O'Brien, K. R., Holmgren, M., Fitzsimmons, T.W., Crane, M.E., Maxwell, P., & Head, B. (2019). What is gender equality in science? Trends in Ecology and Evolution, 34, 395–399.

In Section 3.3, “Author 4 and another, 2015 REMOVED FOR PEER REVIEW”

Citation should be Head and Alford (2015)

Head, B.W. & Alford, J. (2015). Wicked problems implications for public policy and management. Administration and Society, 47, 711–739.

In Section 4.4, “Author 4, 2019 REMOVED FOR PEER REVIEW”

Citation should be Head (2019)

Head, B.W. (2019). Forty years of wicked problems literature: forging closer links to policy studies. Policy & Society, 38, 180–197.

We apologize for these errors.

The task of integrating projects pursued under the banner of human resource management (HRM) with conjecture about leadership axiomatically requires that such integration be possible. However, the extent of compatibility between the substance of HRM and reflection on leadership has largely remained unexamined. Using examples to illustrate the points being made, this article prosecutes the case that much HRM theory as well as its practice and leadership conjecture invoke divergent ways of speaking about collectively pursued objectives and entail differing perspectives of obedience. One way to reconcile the two domains is to revisit the conceptual underpinnings of mainstream contemporary HRM scholarship and, in particular, this corpus' well-documented emergence from Alan Fox's conception of a unitarist frame of reference. Such a reappraisal of the nature of HRM enables concerned scholars to benefit from insight provided by their peers writing about leadership and provides an opportunity for improved practice.

This study was carried out in two private commercial banks in Bangladesh. The purpose was to examine the effects of HR strength on the social identification of employees through the interactions of employees with their line managers and relationships within work groups and ultimately employee performance. Underpinned by social identity theory, we tested three hypotheses using 436 respondents. Findings confirmed our hypotheses: social identification mediated the relationship between HR strength and employee performance; social interaction with the line manager and social identification sequentially mediated the relationship between HR strength and employee performance; and the quality of relationships within the work team and social identification sequentially mediated HR strength and employee performance. We contribute to new understandings of the role of social identification processes in explaining the link between HRM and employee performance in high power distance and collectivist cultures. Implications are drawn for HR managers by demonstrating the role of HR strength and social identification in supporting employee performance.

Existing research on compensation suggests that individual pay-for-performance (PFP) induces the sorting effect, enhancing firm performance. The sorting effect promotes the redistribution of employee performance by increasing the retention of high performers and increasing the turnover of poor performers. However, little is known about the moderating effect of individual PFP on the relationship between collective turnover and firm performance. Integrating insights from collective turnover and compensation research, this study proposes that individual PFP's sorting effect can reduce the negative impact of collective turnover on firm performance under certain contexts. Using nationally representative panel data on Korean firms, this study found that individual PFP reduces the negative relationship between collective turnover and firm performance only in the absence of collective PFP. However, this research has also found that the simultaneous utilization of individual and collective PFPs exacerbates the negative impact of collective turnover on firm performance. These findings offer novel insights into using diverse incentives in managing the performance effects of collective turnover.

The Human Resource (HR) research literature's dominant narrative has historically focused on the strategic activities of HR professionals. HR researchers view HR professionals as their primary end users and have prioritized the business case for strategic HR. But as line managers become more involved in delivering—and even designing—HR activities in their local work environments, there is a greater need for HR researchers to attend to operational HR (the nuts and bolts). This need is particularly pressing in Asia Pacific organizations, where small HR units rely on line managers to deliver people management in dynamic and turbulent work environments. The nuts-and-bolts problem takes several different forms and is visible across the HR literature (e.g., in literature discussing transfer of training, star performer management, and employee alumni relationships). At a minimum, HR researchers should write actionable practical recommendations that enable readers to find the relevant nuts and bolts scattered across the HR academic literature. Fully addressing the nuts-and-bolts problem might involve HR researchers co-designing research with managers and/or inviting managers to interpret research findings. In the long run, these activities will deliver an HR research literature that conveys more empathy for line managers and a greater appreciation of the important role they play in delivering HR in organizations.

The dramatic increase in teleworking, or remote work facilitated by technology, has spurred debate regarding potential effects upon individual well-being. Whilst teleworking has been shown to provide many benefits for individuals, our review focuses upon its challenges. Research suggests that technological risk factors shape the well-being of teleworkers. This review synthesises knowledge regarding this problem and charts a course for future research. We systematically gather 105 studies and link technological challenges to five dimensions of well-being: cognitive, social, professional, affective and psychosomatic. We identify three key areas through which technology reduces well-being: (1) connectivity; (2) communication and (3) capabilities. We examine contemporary risk factors such as digital surveillance, problematic availability expectations, mediated communication difficulties and access or dependability of technological resources. Our discussion elucidates pressing human resources concerns and offers practical insights. Furthermore, we consider future avenues for scholarly inquiry, for instance, the gap between quantitative and qualitative efforts.