Asia Pacific Journal of Human Resources最新文献

There is now a substantial body of literature on talent management (TM). However, this relatively young field of research has been primarily segmented into macro-, meso- and, mostly, micro-level studies with little cross-level interrogation. Our case study, involving 42 interviews and four focus groups with local government leaders, company managers and talent, contributes to the conceptualization of the role of local governments as important stakeholders in the process of developing a TM system in leading private firms in China to help achieve regional economic development goals. We develop a three-level analytical framework to map out how the local government legitimizes its power and mobilizes resources to shape the TM system of the two leading private firms in our study. By assessing the role of the local government in the construction of the talent network and TM strategy, policy and practice at firm level, we reveal how the network is shaped by the state as the lead actor through a set of strategic interventions to align and achieve government and business goals through a government-business relations perspective.

Drawing on the social capital theory, the present study examined the relationship between high-performance human resource practices (HPHRP) and individual well-being, as well as its mechanism and boundary conditions in China. With a sample of 4,395 employees from 437 companies, the results of hierarchical linear modeling revealed that employee networking mediated the relationship between HPHRP and well-being. Moreover, the positive effect of networking on well-being was enhanced under high levels of proactive personality. By exploring the relationship between HPHRP and well-being through a networking perspective and incorporating individual factors into the research model, the present study provides a clearer picture of when and how HPHRP works in the Chinese context. Implications for the literature and managerial practices were discussed.

Autistic adults face alarmingly high rates of unemployment and underemployment. There is limited research regarding employers’ capacity to support autistic persons, how to better understand employers’ needs and their key role in employment processes. In this employer-focused qualitative study, 14 Australian employers and nine professional experts were interviewed in depth. The identified themes were 1) Employer awareness and knowledge of autism; 2) Autism is a strength rather than a deficit, disorder or disability; 3) Employer empowerment is a key facilitator of change and 4) Autism tools for the employer. These findings highlight the need for ongoing education of employers to strengthen knowledge in the workplace about autism and addressing workplace environmental variables directly. Novel findings were the critical importance of employer self-care and treating all employees the same.

Drawing on social learning theory, we explore how a leader's job involvement affects individual follower creativity in teams. Using a sample of 156 leaders with 1051 employees from knowledge-based teams in China, we find that leader's job involvement has a cross-level influence on follower creativity through the mediating role of follower's job involvement. In addition, leader's prosocial motivation and leader-member exchange (LMX) could strengthen the positive relationship between leader's job involvement and follower's job involvement and also strengthen the indirect positive relationship between leader's job involvement and follower creativity via follower's job involvement. The theoretical and practical implications of these findings are discussed.

Despite the widely recognized change of career management in the new career era, little is known about whether current organizational career management practices differ from previous ones. Using an open-ended survey and literature review, this study develops a scale of organizational career management that shows some features of the new career era (e.g. boundaryless career, protean career, kaleidoscope career, etc.) in China. We conducted two independent studies (N = 320; N = 216) to examine the reliability and validity of the scale. The final organizational career management scale includes four dimensions: boundaryless work, work-life balance policies, training and development and diversification. Further, we tested both the possible bright side and dark side of organizational career management in contemporary organizations using 179 employees over a two-month interval. We found that both a bright side (i.e. higher organizational commitment and less turnover intention) and a dark side (i.e. higher career competency and more likely to leave organizations) exist. This article discusses the contributions, practical complications, limitations and future research directions.

This study aims to provide new insights on the boundary condition effects of human resource (HR) strength, based on the covariation principle of the attribution theory and job demand resource model. HR strength is defined as the features of an HR system that send signals to employees, allowing them to understand the desired responses and behaviors in the relationship between performance appraisal quality (PAQ) (clarity, regularity and openness) and employees' proficient, adaptive and proactive performance. Additionally, employees' religiosity is examined as a boundary condition of the effect of perceived HR strength. The findings of a two-wave, multi-actor study (N = 391 employees and 61 managers) highlight that the relationship between PAQ and employee performance is strongest when it is embedded within a strong HR system (perceived HR strength) and low religiosity, or within low perceived HR strength and high religiosity conditions.

We examine the process through which ethical leadership and ethical training contribute to the performance of employees through linking business ethics to customer orientation. Underpinned by social learning, we examine sequential mediation models of the process through which ethical climate, service climate and customer orientation mediate the relationships between ethical leadership and ethical training on employee performance. Utilising a sample of 187 employees from an Australian bank, we found support for our four hypotheses: ethical climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical training and employee performance; ethical climate and customer orientation sequentially mediates the relationship between ethics training and employee performance. Ethical leadership will have a stronger influence on improving employee performance relative to ethical training.

Drawing from self-regulation theory and self-identity orientation theory, this study examines the effects of experiencing different high-performance work systems (HPWS) on the organisational citizenship behaviours of employees. Using a sample of 271 employees in China, we found that firstly, emotional exhaustion mediated the relationship between performance-oriented/maintenance-oriented human resource (HR) systems and helping/voice. Secondly, both relational identity and collective identity moderated the relationship between performance-oriented HR systems and emotional exhaustion. Thirdly, both relational identity and collective identity moderated the indirect effect of performance-oriented HR systems on helping through emotional exhaustion. Fourthly, both relational identity and collective identity moderated the indirect effect of performance-oriented HR systems on voice through emotional exhaustion. Fifthly, individual identity moderated the relationship between emotional exhaustion and helping/voice. Finally, individual identity moderated the indirect effect of performance-oriented HR systems on helping/voice through emotional exhaustion, as well as the indirect effect of maintenance-oriented HR systems on helping/voice through emotional exhaustion. Our findings provide a balanced view of the effects of HPWS on employees’ outcomes and reveal the underlying mechanisms driving these relationships.

The adoption of Artificial Intelligence (AI) in the healthcare sector is growing, and AI-based technologies are envisioned to affect not only patient care but also how healthcare professionals work. Nevertheless, the actual impact of various AI applications on healthcare professionals’ jobs has not been studied yet. Bringing together a framework to analyse AI applications in health-care and the job design model, we analysed 80 publications from the grey-literature platform ‘SingularityHub’. Our findings demonstrate that AI applications in 1) diagnosis and treatment, 2) patient engagement and empowerment and 3) administrative activities have an impact on the various components of healthcare professionals’ job design, including job autonomy and control; skill variety and use; job feedback; social and relational aspects; and job demands. Implications for future research and practice are discussed.