Asia Pacific Journal of Human Resources最新文献

Labour discontent has been rising in China, but knowledge about how workplace grievances are handled and the perceived legitimacy of the grievance and resolution remains limited. Adopting a legitimacy perspective, this study analyzes qualitative data from 358 grievance cases reported by managers and employees, including 191 interviews, and reveals characteristics of employee grievance handling in China. It reveals that employee grievances are mainly handled in an informal manner via a hierarchical order of managers, which does not guarantee fair outcomes. It identifies the key stakeholders involved in grievance redressal and their strategies. Managers and employees deployed various strategies and tactics in the process to achieve favorable outcomes. We conceptualize three types of management strategies: organization-interest-oriented, balance-oriented, and employee-interest-oriented, which leads to differing grievance redressal outcomes. A key issue underpinning these types of management strategies is the lack of effective representational bodies for the workers. The study extends the field of grievance management as an important part of labour relations management from the legitimacy perspective.

In the context of increasingly severe global environmental pollution, how to promote the harmonious development of enterprises, the ecological environment, and the public, and further improve the environmental performance of enterprises is an urgent problem to be solved. Drawing on resource-based theory and dynamic capability theory, this study conducted an empirical analysis using survey data from 451 enterprises in China. The results showed that green human resource management (GHRM) has a significant positive impact on corporate environmental performance, and corporate reputation and green dynamic capability have a dual mediating effect on the above relationship. In addition, top management environmental support positively moderates the direct relationship between GHRM and corporate reputation and green dynamic capability, and at the same time moderates the indirect effect of GHRM on corporate environmental performance through corporate reputation and green dynamic capability. From the perspective of resource (corporate reputation) and capability (green dynamic capability), this study examines the mechanism of GHRM and corporate environmental performance and provides an integrated framework for scholars to clarify the relationship between the two. It has important theoretical and practical significance for the sustainable development of enterprises.

This paper provides a snapshot of the Australian human resource management (HRM) profession at a unique point in time: in the years immediately after the 2020 COVID-19 lockdown. Drawing on the Australian Bureau of Statistics Census data and a survey of HR practitioners, we identify the demographic characteristics of the HR profession, their position and the changing features of human resource management within the organisation. These changes have major implications for HRM practice with aspects such as hybrid working rapidly becoming the new normal. From a theoretical perspective, there is a need to explore these issues in the context of a multi-stakeholder approaches to HRM in this volatile, uncertain, complex, and ambiguous (VUCA) environment.

This paper examines the effect of high-performance work practices (HPWP) on innovation performance in the SME context, in particular how creativity and knowledge sharing support this linkage. The study draws on social cognitive theory and the ability, motivation, and opportunity (AMO) framework to outline a moderated mediation model of creativity and knowledge sharing unpacking the critical, but underexplored, link between HPWP and employee innovation performance in SMEs. Hypotheses are tested through time-lagged (T1 and T2), multisource (dyadic, i.e., 269 sample including employees and managers) data from SMEs in Pakistan. The findings provide support for the hypothesized moderated mediation relationships including that creativity mediates the positive association between HPWP and employee innovation performance, and that knowledge sharing acts as a key moderator. These findings provide important guidelines for SMEs seeking to innovate for the future, highlighting not just the importance of HPWP but significantly how they operate to foster creativity and leverage knowledge sharing behavior.

In a competitive, unpredictable, and information-driven economy, individual social networks exert increasing impact on one's career sustainability. Drawing on the relational view of human capital, we theorize that entrepreneurs benefit from their social networks to accumulate human capital, which promotes their career subjective well-being (SWB). In this study, we explore how familial relationship (i.e., spousal education difference) and cultural context (i.e., in-group collectivism) influence entrepreneurs' SWB, a crucial indicator of career sustainability. Using data from the 2015 and 2017 China Household Finance Survey (CHFS), our results reveal that more educated spouses and higher in-group collectivism are positively related to entrepreneurs' SWB. However, in regions with high in-group collectivism, the effect of their spouse's education on human capital accumulation for entrepreneurs is weakened. Our study contributes to human resource management by highlighting the relational approach of human capital accumulation beyond the workplace and its importance on career sustainability.

We developed a moderated mediation model to demonstrate how leader mindfulness in communication influences team job crafting through team resilience, a process contingent on team open-mindedness. To test our model, we surveyed 423 members from 65 teams in Study 1 and 540 members from 113 teams in Study 2. The results showed that leader mindfulness in communication was positively related to team job crafting via team resilience; this mediating effect was stronger when team open-mindedness was higher. Our study advances research on team job crafting in two ways. First, it identifies leader mindfulness in communication as an important antecedent of team job crafting, which helps broaden the current understanding of leadership. Second, by examining the roles of team resilience and open-mindedness, this study advances the understanding of why and when leader mindfulness in communication is related to team job crafting.