Asia Pacific Journal of Human Resources最新文献

This study examines the usage and impact of artificial intelligence (AI) in HRM among 12 companies located in Malaysia. In-depth interviews were conducted with the companies' representatives. Thematic analysis was applied to analyze the data. Results showed that AI in HRM was mainly used for recruitment, talent management, HR shared service operations, learning and development, reporting and analytics and self-service assistance. The results also disclosed that AI usage in HRM could generate operational, managerial, strategic, organizational, informational and compliance benefits for companies. The outcome of this study offers a better understanding of the usage and impact of AI-based software in HRM, hence the better implementation of AI in HRM. Companies in Malaysia can then make better AI investment decisions.

This article aims to contribute to the application of human resources systems and practices in a sport-for-development program for community development. Using a qualitative research approach, this study collected a series of data over a period of 24 months in a rural community setting in India. This article reveals that inputs such as soccer peer-coaching knowledge and opportunities for training not only develop coaching and playing skills and abilities but also can create a socially cohesive space to foster individual, group and community capacity building for improved sport-for-development program outcomes. Using social movement theory, this article illustrates that soccer peer-coaching knowledge can be an enabler in recruiting, training and incentivising participants and volunteer coaches for social action. This article provides a practical and theoretical understanding of using knowledge, skills and abilities to mobilise individuals and assist in the delivery of a sustainable sport-for-development program in a community setting.

Remote working because of the COVID-19 pandemic has eroded boundaries between work and home, necessitating the need to evaluate the long-term impacts of these changes and mitigate any negative effects on workers' work-life experiences. To do so, we reviewed and examined work-life research published since the start of the pandemic. The review yielded a sample of 303 work-life scholarly articles, with three common themes: 1) work-life boundaries have become more permeable, with behavior-based and time-based work-life conflict emerging as the more salient forms of work-life conflict; 2) technical work demands have increased, as employees grapple with techno-invasion, techno-overload and techno-complexity; and 3) psychological and emotional work demands have intensified. Based on these key findings, we call for multi-level and multi-agency responses to deal with the complex, diverse nature of work-life demands. Specifically, we offer recommendations at the individual-, team/organizational- and societal/governmental-levels to enhance employees' work and non-work lives after the pandemic.

This research aimed to identify the HR strategies and functions most likely to be affected by emerging digital technologies and explores the competencies and capabilities required by present and future HR professionals to transform these changing functions. Further, it analyses the developmental roles of educational institutions and professional associations in equipping HR professionals for this transition process. The study employed an exploratory sequential mixed methods research design incorporating two phases. Phase I involved a survey of HR professionals (n = 203) and Phase II involved a focus group of senior HR professionals and HR academics involved in accrediting HR courses nationally in Australia. The findings point to a patchy uptake of smart technologies, artificial intelligences, robotics and algorithm (STARA) technologies in workplaces, with the expected usage of most of these technologies more likely in the future than currently. Most HR functions and HR roles are likely to be affected by these new digital technologies and associated competencies and skills.

This article examines the impact of the staffing of foreign subsidiaries of multinational enterprises (MNEs) on the innovation performance of the parent company and the moderating effect of the institutional distance between the host country and the home country. This paper conducts an empirical analysis on the data of 59 mature Chinese MNEs and their 872 overseas subsidiaries over the past 11 years and obtains some interesting results. The results show that the proportion of host country nationals (HCNs) in overseas subsidiaries has a significant positive impact on the innovation performance of the parent company and that it is not a simple linear relationship but rather an inverted U-shaped relationship. As HCNs increase, the ability to acquire knowledge is increasing, while the ability to integrate knowledge is decreasing. Thus, multiplicative combinations of latent mechanisms result in an inverted U-shaped relationship. However, the institutional distance between countries negatively moderates the effect of subsidiary HCN proportions on parent company innovation performance. The findings have important practical implications for the multinational innovation strategies of Chinese MNEs and governments.

Despite being a worldwide disaster, the COVID-19 pandemic has also provided an opportunity for renewed discussion about the way we work. By contextualizing in the early periods of China's ending of lockdown policy on COVID-19, this paper offers evidence to respond to an essential discussion in the field of working from home (WFH): In terms of job performance, can WFH replace working from the office (WFO)? The present study compares job performance in terms of quality and productivity between WFH and WFO from 861 Chinese respondents using entropy balance matching, a quasi-experimental methodology. Results reveal that WFH enhances job performance in terms of job quality but lowers it in terms of job productivity. In addition, the present study aims to capture and empirically measure the variations in fundamental job characteristics in terms of job control and job demand between WFH and WFO by applying the job demand control support model. More specifically, we find that job control items, such as ‘talking right’ and ‘work rate’, and job demand items, such as ‘a long time of intense concentration’ and ‘hecticness of the job’, are vital factors that contribute to how these differences exert influence on employees' performance in the context of the pandemic.

Based on conservation of resources theory, this study investigates how work-to-family conflict may lead to job strain and job search behavior. Using social identity theory, it also examines how organizational identification and worker cooperatives influence the relationships of both work-to-family conflict and job strain with job search behavior. Using a longitudinal data set of 305 employees in 25 worker cooperatives and 27 matched conventional corporations, we tested a set of hypotheses through multilevel moderated mediation and mediated moderation analyses. We found that worker cooperatives indirectly moderate, via organizational identification, the associations between work-to-family conflict and job search behavior and between job strain and job search behavior. Our findings suggest that the effects of work-to-family conflict and job strain on job search behavior may be contingent on the structure of ownership and control in organizations and the degree of employees' organizational identification.

Drawing on the tenets of job demands-resources and conservation of resources theories, it is suggested that HR attributions about wellness programs hold ‘job resource potential’, irrespective of actual participation. It is proposed positive (commitment, compliance) and negative (control, image) attributions about the organization's motivation for offering a wellness program predict employee outcomes. In addition, it is proposed wellness program attributions influence how employees cope with role overload. A sample of 524 Australian employees with access to a wellness program completed a questionnaire. Commitment and compliance buffered the negative effects of role overload on job dissatisfaction. However, commitment created a stress-exacerbating effect of role overload on days impaired due to poor health. Employees with control attributions were buffered from the negative effects of role overload on job dissatisfaction. Overall, results highlight that the underlying theoretical distinction between positive and negative HR attributions across different types of employee outcomes should not be assumed.

Despite numerous evidence for the leader's role in facilitating employees' green behavior, few studies have delved into the intervening mechanisms of the trickle-down effect transmitting green behavior from leaders to their subordinates. Drawing on social learning theory, we explicate a trickle-down process for voluntary green behavior from leaders to subordinates through leaders' green role model influence and employees' green self-efficacy, with leader gender as a moderator. Analysis of 70 leaders and 190 employees revealed that leaders' green role model influence and employees' green self-efficacy sequentially mediated the relationship between voluntary green behavior of leaders and that of employees. Moreover, both the direct and indirect effects were moderated by leader gender: While the direct effect was stronger for male leaders, the sequential mediating effect was stronger for female leaders. Overall, our study confirms the utility of social learning theory in explaining the trickle-down effect of voluntary green behavior at work.