Asia Pacific Journal of Human Resources最新文献

Enterprise green human resource management (GHRM) strives to foster harmonious development among employees and the environment and among employees and the organization, as well as between employees and stakeholders, by stimulating individuals' green behavior, thereby enhancing the sustainable development performance of the enterprise. Based on the questionnaire data of 452 large enterprises in Beijing, Shanghai and Wuhan, China, from September 2021 to July 2022, and based on the optimal distinctiveness theory and stakeholder theory, this article examined the mediation mechanism and boundary conditions between GHRM and sustainable development performance of enterprises from the perspective of organizational ambidexterity. The results showed that 1) GHRM positively affected organizational ambidexterity and sustainable development performance; 2) organizational ambidexterity mediated the relationship between GHRM and sustainable development performance; 3) responsible leadership moderated the direct effect of GHRM on organizational ambidexterity; and 4) responsible leadership moderated the indirect effect of GHRM on sustainable development performance through organizational ambidexterity. At the organizational level, this study reveals the impact mechanism of GHRM on sustainable development performance and determines the boundary conditions of the impact.

Although the enablers of green image have been studied extensively, most prior studies have focused on the net effects of individual factors. In addition, the existing literature overlooks how green image is shaped by different paths and the impact of these paths on different performance. From the configurational perspective, we identify how the configurations of green human resource management (GHRM) depend on perceived institutional pressure to shape a favorable green image. Using data from 317 Chinese manufacturers, we conduct fuzzy set qualitative comparative analysis and propensity score matching analysis to explore the configurations that achieve a favorable or unfavorable green image and whether a favorable green image formed by different configurations improves firm performance. The results reveal five equifinal paths of GHRM that depend on perceived institutional pressure and can enhance green image and three that can shape an unfavorable green image. We also find that favorable green images shaped by distinct configurations have different effects on firm performance. This research enriches the literature on green image and provides novel insights for enhancing green image and subsequent firm performance.

Employees' social media use in the workplace has become a common phenomenon. Thriving at work is a positive psychological state, and conventional wisdom and preliminary research on thriving at work indicate the benefits of thriving for both employees and organizations. However, few studies have linked social media use and employees' sense of thriving. Based on the socially embedded model of thriving at work, this paper explores the relationship between social media use and thriving at work, as well as the mediating role of knowledge sharing and the moderating role of locus of control. Mplus is used to analyze the data of 397 Chinese employees collected at two time points; the results show a significant positive impact of social-related social media use on thriving at work. However, work-related social media use was found to have no effect on thriving at work, though knowledge sharing mediates the relationship between social media use and thriving at work. In addition, locus of control moderates the relationship between work-related social media use and thriving at work.

Academics and practitioners have long worked to reduce negative mentoring experiences. Drawing on social cognitive theory and expectancy–value theory, we examined the link between mentors' perceived organizational support and protégés' negative mentoring experiences, shedding light on the mediating effect of mentoring self-efficacy and the moderating effect of mentors' self-enhancement motives. Results based on data from 260 protégés and 214 mentors in Chinese organizations supported our proposed hypotheses. Mentoring self-efficacy mediated the negative relationship between mentors' perceived organizational support and protégés' negative mentoring experiences. In addition, mentors' self-enhancement motives intensified both the negative relationship between mentoring self-efficacy and negative mentoring experiences and the indirect impact of mentors' perceived organizational support on protégés' negative mentoring experiences via mentoring self-efficacy. A discussion of the theoretical and managerial implications of these findings is included.

The unprecedented COVID-19 pandemic resulted in significant negative consequences for employee well-being across the globe, including job loss leading to significant financial strain. Job loss and financial strain have important implications for the role of human resource management (HRM) in achieving human sustainability beyond the employment relationship given that decreased subjective well-being was driven by financial strain. The two studies reported here – one quantitative and one qualitative – investigate the impact of financial strain arising from job loss due to COVID-19 on subjective well-being of tourism and hospitality employees in Pakistan. The first study used survey data collected from a sample of 284 employees laid off during the early stages of the pandemic to test a model of the relationship between financial strain and subjective well-being mediated by negative affectivity and moderated by core self-evaluations. The second study qualitatively investigated the long-term impact of job loss on financial strain with a sample of 30 respondents who completed the survey in study 1. We found in study 1 a strong negative relationship between financial strain and subjective well-being that was mediated through negative affectivity. Core self-evaluations acted as a buffer on the relationship between financial strain and negative affectivity and the overall negative indirect relationship between financial strain and subjective well-being via negative affectivity. In study 2 we found that financial strain was a long-term problem arising from job loss due to COVID-19 and that employees who lost their jobs drew on a wide range of contextual and personal resources to mitigate the impacts of financial strain on long-term subjective well-being. We discuss the implications for HRM theory and practice.

Following social cognitive theory, the current study investigated the impact of artificial intelligence (AI) on employees' productivity in the healthcare sector. AI significantly facilitates the management of hospitals to vigilantly assess employees’ productivity and accurately analyze employees' characteristics, such as attitude, emotion and behavior. With the underlying mechanism of employee mental health and well-being, and knowledge sharing, the study has considered beneficial and harmful perspectives of AI in the workplace. The study also hypothesizes the important moderating role of technological leadership. The data was collected from 184 doctors in Pakistan's major hospitals. Partial least squares (PLS) results support a direct relationship between AI and employee productivity. The findings also supported the underlying mechanism of knowledge sharing and mental health and well-being in the relationship between AI and employee productivity. However, the technological leadership moderating effect was found to be insignificant. It opens an important avenue for this further research and future directions.

Firms spend enormous amounts of resources for human resource development (HRD) based on the belief that HRD contributes to firm performance by enhancing employees' capabilities. However, whether investment in HRD actually creates value to firms is inconclusive. We explore whether and when a firm's HRD investment pays off by investigating the relationship between the monetary amount spent for HRD and a firm accounting-based performance measure (ROE). Using a representative sample of 309 Korean firms from the Human Capital Corporate Panel database between 2009 and 2017, this study finds that HRD expenditures do not have any significant impact on ROE, while its impact is dependent on decoupling in HRD programs and the presence of an HRD department. These findings suggest that without appropriate use, HRD investment would fail to generate superior returns.