Asia Pacific Journal of Human Resources最新文献

This article used 677 questionnaires obtained by stratified sampling as a sample and used the hierarchical regression analysis method and the bootstrap method to analyze the data. Based on Self-Determination Theory, this article integrated the Leader-Member Exchange (LMX) situation to explore the mechanism of supervisor developmental feedback on employees' work meaningfulness. The results showed that supervisor developmental feedback aroused employees' work meaningfulness by meeting the autonomy need and relatedness need. Although competence need satisfaction could not enhance employees' work meaningfulness, its development could satisfy the relatedness need and autonomy need and thus boost work meaningfulness. High-quality LMX enhanced the impact of supervisor developmental feedback on relatedness need satisfaction. This article explored the antecedents of employees' work meaningfulness from the perspectives of supervisor behavior and supervisor-subordinate interaction. Our study completely presents the internal mechanism of employees' work meaningfulness from the psychological level, expands on existing research and provides practical guiding value for organizations to activate employees' work meaningfulness.

The study of employee voice has primarily focused on mainstream settings (the public sector, manufacturing and larger organisations) within Western countries, where the design of employee voice mechanisms occurs within the context of standard employees (e.g. white, Anglo-Saxon and heterosexual persons) (Greene 2015, Finding a Voice at Work? New Perspectives on Employee Relations, 67–91). This article explores the challenges of managing voice within a residential aged care setting in Australia and seeks to understand how a multiculturally diverse workforce, characterised by culturally and linguistically diverse (CALD) individuals, interprets a range of voice mechanisms provided by management and the factors that influence their use. We present qualitative data from 21 semi-structured interviews conducted with employees, management and key support staff. We show that managers tend to emphasise downward communication more than voice and that all workers, regardless of their cultural background, perceived barriers to speaking up. Despite general support for voice within the organisation from all stakeholders, our research shows that organisational factors such as budgetary constraints shrunk the voice agenda and created a culture in which employees feared raising issues and concerns. Furthermore, we found that cultural, language and literacy issues associated with such a workforce added a degree of complexity to employee voice and that voice could be muted due to these factors. Our research provides an opportunity to rethink the voice literature by drawing on the diversity literature in the context of multiculturally diverse workforce settings, highlighting missed opportunities for inclusive voice practices.

Responding to the UN Convention on the Rights of People with Disabilities, many countries are trying to improve economic and social participation for people with disabilities. Yet, workforce participation remains substantially lower for people with disabilities than for people without disabilities. Building on a recently developed model of factors that influence mainstream employment outcomes for people with disabilities, this study utilises the social model of disability to examine the perceived relative importance of each factor and the interactions between them. We conducted 47 semi-structured interviews with people with disabilities, employers and disability employment services providers to identify eight factors that were most important in achieving successful employment outcomes: nature of the disability, disability disclosure, personal motivation, employer attitudes, job characteristics, corporate culture and climate, government support and societal attitudes. Eight interactions between the factors were also identified. Findings provide insights that can guide the implementation of structural changes to ensure better employment outcomes for people with disabilities.

Drawing on social exchange theory, this study develops a research framework that highlights the moderating role of empowering leadership and the link between digital-oriented training programs and employee outcomes in the context of remote work. We conducted a study utilizing the time-lagged research design. Data were collected from 259 supervisor–employee dyads working in companies located in different regions in Vietnam. The results demonstrate that a training program for digital skills enhances employees' perceived organizational support, which, in turn, reduces work-to-family conflict. By exploring the moderating role of empowering leadership, this study supports the moderation and moderated mediation models. Particularly, both direct and indirect influences are stronger when empowering leadership is high, and weaker if empowering leadership is low. Additionally, we highlight the impact of easing work-to-family conflicts on employee job satisfaction and performance in a new context: remote working. Finally, we discuss managerial and theoretical contributions and limitations.

The shortcomings of traditional performance management practices (PMS) are widely acknowledged. There is growing interest in ‘New Performance Management’, suggesting a shift from an evaluative to a developmental focus. In Australia, little is known about the current utilisation of both ‘old’ and ‘new’ practices. Using survey data from Australian Human Resources Institute (AHRI) members we examine the incidence, coverage and perceived effectiveness of ‘traditional’, ‘transitional’ and ‘new’ practices in Australian organisations. Further, since data were gathered during the COVID-19 pandemic, we examine the reported effects of pandemic-related disruptions on practice intensity. Although descriptive results suggest that both workforce size and sector may be associated with practice incidence, regression results indicate that sectoral effects are non-significant, and size matters only in relation to traditional practice use. However, our regression results indicate that COVID-19's impact is significantly related to all three practice categories. Furthermore, overall PMS effectiveness is not rated highly.

Transitions to working from home due to the COVID pandemic led to a proliferation of literature and industry reports on changed work practices. However, this study set out to advance understanding of how human resource professionals managed the crises – adding to the limited literature on this perspective. Data was collected during late 2020/early 2021 through interviews with human resource professionals. Data was analysed using coding techniques enabling findings to be organised into relevant concepts and categories. Contributions to practice include the range of challenges and opportunities associated with working from home, which are outlined here as technical and behavioural recommendations. These include the need for improved IT support and IT literacy across the workforce; issues linked to employee isolation, managing privacy, workload, and the management of remote employees. This paper draws on institutional theory, stressing the importance of context in shaping HRM strategies in times of crises.

To achieve sustainable development, research has indicated that organizations and individuals should be aware of the significance of sustainable human resource management (HRM) practices. However, relatively little research has investigated individual outcomes. This study links sustainable HRM practices with an important individual outcome: career growth. Using social cognitive career theory, this study investigated psychological capital and career growth as beneficial outcomes of sustainable HRM practices, proposing person–organization (P-O) fit as a key boundary condition. Based on time-lagged survey data collected from a Chinese company, the study found that sustainable HRM practices could significantly promote psychological capital and career growth. Moreover, P-O fit magnified the beneficial impact of sustainable HRM practices on psychological capital while further moderating the mediating effect of psychological capital. When P-O fit was high, the effects of sustainable HRM practices on psychological capital and career growth were stronger. In addition, we discussed theoretical contributions and practical implications.

Technology has made life more complex, and mobile working (mWork) captures the way employees’ smart-device use (e.g. smartphones, laptops etc.) can facilitate working during family time at home and what the effects of this use are. Engaging in mWork is expected to be detrimental to employee outcomes. In this study, mWork is explored as it relates to turnover intentions and work–family and family–work conflict, with conflict expected to mediate the influence on turnover. Furthermore, given the potential dynamics from gender and parental status, these are both included as moderators, and ultimately a moderated mediation model is tested. Using data from 419 New Zealand employees just after New Zealand's lockdown finished in May 2020, there is overall strong support found for the direct and mediation hypotheses. Overall, mWork influences turnover intentions by blurring the line between work and personal life (leading to higher work–family and family–work conflict), and these also influence turnover intentions.

How managers evaluate employees' ideas and when they endorse or reject them have always been concerns. Based on categorization theory, we theorize that middle managers with multiple responsibilities and limited resources tend to label excessive voices as threats instead of opportunities. We thus propose an inverted U-shaped relationship between voice frequency and voice endorsement that sequentially influences job performance. Further, perceived task interdependence, related to how an individual makes sense of issues in the team, will influence voice content and moderate the curvilinear relationship between voice frequency and job performance through voice endorsement. A three-wave time-lagged survey of Chinese firms, including 299 employees and 37 supervisors, provided convergent support for this theoretical model. Our research contributes to the voice literature by exploring how middle managers' limited resources and multiple responsibilities influence their voice evaluation process. This research thus has practical implications for both organizations and employees, as it suggests organizations allocate resources to facilitate managers' implementation of voice and provides suggestions for effective voice experience.