Asia Pacific Journal of Human Resources最新文献

This study was conducted to explore the influence of green human resource practices on employees' voluntary pro-environmental behavior through the sequential mediation path of green organizational climate and organizational identity. A total of 459 employees from the textile industry in Pakistan participated in the study. The results were collected using two sources (managers and employees) at two time points. The proposed research model of the study was tested using structural equation modeling. The results validated the significant positive relationship between green organizational climate and organizational identity. We also found support for the serial mediation of green organizational climate and organizational identity in the green human resource management–voluntary pro-environmental behavior relationship. All the hypotheses were significant. Overall, this study explains why and how green human resource management practices lead to voluntary pro-environmental behavior. The implications for theory and practices that will enable organizations to encourage voluntary pro-environmental behavior among their employees are discussed.

The purpose of the study was to enhance understanding of how self-initiated expatriates (SIE) adjust to new cultural contexts in the under-explored Indo-Japanese inter-Asian context. A literature review identified that Asian focal case studies are under-developed, especially regarding the important interactions between major advanced Asian economy and emerging Asian economy settings. Therefore, the study developed an illustrative case of advanced economy Japanese SIE managers’ lived experience in Indian emerging economy cross-cultural management situations. Deploying a social constructivist epistemology using interpretive analysis, the current study found clear evidence of an interplay of hitherto under-recognized common Indo-Japanese spiritual values with roots in Buddhism surfacing in the Japanese SIE's adjustment. The paper offers important insights to complement extant theory on the individual-level factors influencing SIE adjustment in an inter-Asian context. The study contributes to international human resource management literature by surfacing contextualized understanding of the role of traditional spiritual values in SIE adjustment.

Employee assistance programmes (EAPs) are designed to provide organisational support to employees, which is increasingly critical to improving employees' well-being in the current macro and micro environment of pandemic and work pressure. Despite their potential significant role as part of human resource management (HRM), EAPs in China are under-researched. Drawing on academic and practical sources of literature in both English and Chinese, this review study sheds light on the current state of research and practice of EAPs in China. We examine why, what and how EAPs are adopted in organisations in China and highlight differences between the public and private sectors in their EAPs, as well as the role of Chinese culture and guanxi with leaders in the delivery of EAPs. We also point out research avenues to extend the research field both theoretically and thematically, including the role of artificial intelligence and digital technology as part of effective EAPs.

Research on the relationship between human resource management (HRM) and organizational outcomes has mainly been studied at the organizational level so far. However, HRM scholars acknowledge that employees are the foundation of organizations, and they play an important role in the effect of HRM on employee and organizational outcomes. While research on HR content focuses on the effects of HR practices, HR process research considers how employee perceptions and attributions of HR influence organizational outcomes. In the special issue of New Frontiers in HR Practices and HR Processes: Evidence from Asia, we focus on emerging research in the Asian region, especially China and Pakistan regarding the role of employees, also known as the micro-foundations of HR research, in terms of both HR content and HR process. In this Introduction of the special issue, we review the current state-of-the-art studies in both research streams and highlight further research questions. We outline how the papers in this special issue advance our knowledge for the Asian region and we also call for more Asian region HR practice and HR process studies in the future.

Green human resource management (GHRM) practices increasingly receive attention by both HRM scholars and practitioners. Research on these practices has emphasised systems rather than individual HR practices and HR managers' perceptions rather than employees' perceptions of these practices. In addition, little attention has been paid to the mediating mechanisms that link employee perceptions of GHRM practices to voluntary green work behaviour (VGWB) outcomes. This study addresses these research gaps by investigating the impact of employee perception of four individual GHRM practices – recruitment, selection, performance management and compensation – and their impact on employee VGWB in Chinese manufacturing firms. We also investigate the mediating role of reflective moral attentiveness (RMA). Applying signalling theory and drawing on data collected from 300 employees in 50 manufacturing organisations, we found a direct relationship between all four individual GHRM practices and VGWB. We also found that RMA partially mediated the relationship between selection, performance management and compensation practices (but not recruitment) and VGWB. We discuss the theoretical and practical implications of our study findings.

This paper addresses the increasingly important issue of well-being of Paramedics, the frontline of our health system, not least during a pandemic. Using e-diaries, this research identifies the stress this workforce is under and the need to address these issues. We argue that the use of smart technologies is a critical advancement in helping identify well-being issues in real time. In enabling this real-time accumulation of data, the opportunity is created to immediately address and effectively respond to emerging issues. In doing this, human resources and management can negate potential burnout and turnover.

Does outsourced employees' risk behavior depend more on rationality or emotion in temporary interorganizational project-based teams? Combining trust-related research and a time trajectory perspective, this study re-examines the relationship between trust and outsourced employees' prohibitive voice in interorganizational project-based teams. Two-wave survey data were collected from 286 outsourced employees and their supervisors across 52 interorganizational teams in China. Empirical results show that outsourced employees' prohibitive voice depends more on cognition-based trust than on affect-based trust. With project execution time increases, the promoting effect of affect-based trust on prohibitive voice shows an increase, while the impact of cognition-based trust demonstrated little variation. Moreover, outsourced employees' perceptions of leader-member exchange (LMX) differentiation mediates the moderating effect of project execution time on the relationship between affect-based trust and prohibitive voice. However, the mediated moderation effect is not significant for cognition-based trust. Theoretical and practical implications for project-based team management are discussed.

This research aims to investigate how organizational high-commitment HRM, leader's trust, and coworker support influence well-being in the workplace. Based on signaling theory and conservation of resources theory, we first posit that high-commitment HRM is positively related to work well-being through reducing job insecurity. We also assume that leader’s trust in subordinates and coworker support serve as important moderators in this relationship. We adopt a multilevel, multisource field survey with 1369 supervisors and 6975 employees from 128 firms in China. Results support our hypotheses, indicating that job insecurity mediates the relationship between high-commitment HRM and work well-being. Leader’s trust in subordinates and coworker support moderate the mediating effect of job insecurity; specifically, the effect of job insecurity is stronger when leader’s trust is high rather than low, and when coworker support is low rather than high. These findings provide a finer-grained understanding of how organizational HRM, leaders, and coworkers interact to affect employee job insecurity and, finally, work well-being.

Many studies have investigated the effects of human resource management practices on employee performance. Managers' belief in the importance of competent human resource management at the firm level and the department level influences its impact on employee performance, yet this has not been examined. Accordingly, based on the theory of upper echelons, this study empirically tested a trickle-down effect model of managers' belief in HRM importance on employee performance. A cross-level analysis was conducted using data collected from 56 top managers, 91 department supervisors and 316 employees in China. The results showed: (1) top managers' belief in human resource management importance positively influenced human resource management competence, which, in turn, played a fully mediating role between human resource management importance at the firm level and human resource management effectiveness at the departmental level; (2) the effectiveness of human resource management as evaluated by department supervisors exerted a significant positive influence on employees' human resource practices; and (3) the effectiveness of human resource management as evaluated by department supervisors indirectly affected employees' performance through their perceived human resource practices.