Pub Date : 2024-05-31DOI: 10.1177/23970022241254545
Natalia V Volkova, Evgeniya Y Polyakova, Elena K Zavyalova
Pay expectations are not fully explained, especially when they are presented in online résumés. There is also limited research that has investigated when job seekers are more likely to open up about pay expectations in résumés. However, this knowledge may help recruiters and company leaders to make prudent decisions about communication strategy with candidates, especially those belonging to stigmatized groups. The purpose of this study is to explore pay expectation disclosure through individual determinants available in online résumés. Drawn from both signaling perspectives and the selection, optimization, and compensation (SOC) theory, we examine human capital-related traits, demographics, and signals related to career development and analyze their relevance when job seekers indicate or hide pay expectations. The study explored the anonymous online résumés of 26,594 job-seeking applicants, using regression analysis with the Heckman correction to overcome the sample selection bias of pay indication. The analysis revealed a tendency among applicants, who were less educated and less experienced but with a higher number of job-related skills, to signal pay expectations compared to more educated and more experienced job seekers. Women and more mature job seekers were also inclined to provide disclosed-pay résumés. Our findings showed that the impact of the individual determinants on applicants’ pay expectations coincided with the impact of the same determinants on real market pay found in other studies. These findings provide insights into the signaling role of pay expectation disclosure in online résumés to support employers in building effective communication with job seekers.
{"title":"Job seekers’ pay expectations: The effect of voluntary disclosure in online résumés","authors":"Natalia V Volkova, Evgeniya Y Polyakova, Elena K Zavyalova","doi":"10.1177/23970022241254545","DOIUrl":"https://doi.org/10.1177/23970022241254545","url":null,"abstract":"Pay expectations are not fully explained, especially when they are presented in online résumés. There is also limited research that has investigated when job seekers are more likely to open up about pay expectations in résumés. However, this knowledge may help recruiters and company leaders to make prudent decisions about communication strategy with candidates, especially those belonging to stigmatized groups. The purpose of this study is to explore pay expectation disclosure through individual determinants available in online résumés. Drawn from both signaling perspectives and the selection, optimization, and compensation (SOC) theory, we examine human capital-related traits, demographics, and signals related to career development and analyze their relevance when job seekers indicate or hide pay expectations. The study explored the anonymous online résumés of 26,594 job-seeking applicants, using regression analysis with the Heckman correction to overcome the sample selection bias of pay indication. The analysis revealed a tendency among applicants, who were less educated and less experienced but with a higher number of job-related skills, to signal pay expectations compared to more educated and more experienced job seekers. Women and more mature job seekers were also inclined to provide disclosed-pay résumés. Our findings showed that the impact of the individual determinants on applicants’ pay expectations coincided with the impact of the same determinants on real market pay found in other studies. These findings provide insights into the signaling role of pay expectation disclosure in online résumés to support employers in building effective communication with job seekers.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"91 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-04DOI: 10.1177/23970022241240890
Ina Aust, Fang Lee Cooke, Michael Muller-Camen, Geoffrey Wood
This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.
{"title":"Achieving sustainable development goals through common-good HRM: Context, approach and practice","authors":"Ina Aust, Fang Lee Cooke, Michael Muller-Camen, Geoffrey Wood","doi":"10.1177/23970022241240890","DOIUrl":"https://doi.org/10.1177/23970022241240890","url":null,"abstract":"This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"33 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140888652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-08DOI: 10.1177/23970022241244988
Petri Böckerman, Mika Haapanen, Edvard Johansson
We investigate whether employees with mental health disorders are likelier to be laid off during corporate downsizings. Our study uses nationwide administrative data from all private sector firms and their employees in Finland from 2001 to 2017 and focuses on firms with at least 20 employees that reduced their workforce by at least 20% over two consecutive years. We analyse whether the employees who were laid off had more diagnosed mental health disorders prior to downsizing compared than those who were not laid off. Controlling for employee characteristics, our baseline results show that a mental health disorder diagnosis in the 3 years before downsizing increases the likelihood of being laid off by about 6 percentage points. This highlights the increased vulnerability of employees with mental health disorders in mass layoff situations.
{"title":"Lost mind, lost job? Unequal effects of corporate downsizings on employees","authors":"Petri Böckerman, Mika Haapanen, Edvard Johansson","doi":"10.1177/23970022241244988","DOIUrl":"https://doi.org/10.1177/23970022241244988","url":null,"abstract":"We investigate whether employees with mental health disorders are likelier to be laid off during corporate downsizings. Our study uses nationwide administrative data from all private sector firms and their employees in Finland from 2001 to 2017 and focuses on firms with at least 20 employees that reduced their workforce by at least 20% over two consecutive years. We analyse whether the employees who were laid off had more diagnosed mental health disorders prior to downsizing compared than those who were not laid off. Controlling for employee characteristics, our baseline results show that a mental health disorder diagnosis in the 3 years before downsizing increases the likelihood of being laid off by about 6 percentage points. This highlights the increased vulnerability of employees with mental health disorders in mass layoff situations.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"16 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140599068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The paradigm shift brought about by gig work, marked by its flexible and non-traditional employment structures, necessitates a comprehensive understanding of its intricate interaction with Human Resource Management (HRM). Through a systematic literature review, this study endeavors to synthesize the existing body of knowledge, illuminating the evolving role of HRM within the dynamic landscape of contemporary gig work. Drawing from an extensive array of scholarly articles, this study reveals that HRM is undeniably pertinent in gig work. However, its application necessitates an innovative and tailored approach that diverges from traditional employment paradigms. The literature encompassing the interface of “HRM” and “Gig work” is distilled into three overarching themes: emanant relevance, refurbished relevance, and obsolete relevance. These thematic classifications reflect the dynamism and evolution of HRM practices as they intersect with gig work. In its culmination, this review accentuates the far-reaching implications of its findings for both academic discourse and practical implementation. The synthesized insights contribute substantively to advancing scholarly comprehension of gig work’s intertwined relationship with HRM, thus serving as a guidepost for future research endeavors.
{"title":"Examining the relevance of Human Resource Management in gig work: A systematic literature review & research agenda","authors":"Vaishnavi Gautam, Abhyudaya Anand Mishra, Mridul Maheshwari","doi":"10.1177/23970022241231536","DOIUrl":"https://doi.org/10.1177/23970022241231536","url":null,"abstract":"The paradigm shift brought about by gig work, marked by its flexible and non-traditional employment structures, necessitates a comprehensive understanding of its intricate interaction with Human Resource Management (HRM). Through a systematic literature review, this study endeavors to synthesize the existing body of knowledge, illuminating the evolving role of HRM within the dynamic landscape of contemporary gig work. Drawing from an extensive array of scholarly articles, this study reveals that HRM is undeniably pertinent in gig work. However, its application necessitates an innovative and tailored approach that diverges from traditional employment paradigms. The literature encompassing the interface of “HRM” and “Gig work” is distilled into three overarching themes: emanant relevance, refurbished relevance, and obsolete relevance. These thematic classifications reflect the dynamism and evolution of HRM practices as they intersect with gig work. In its culmination, this review accentuates the far-reaching implications of its findings for both academic discourse and practical implementation. The synthesized insights contribute substantively to advancing scholarly comprehension of gig work’s intertwined relationship with HRM, thus serving as a guidepost for future research endeavors.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140147842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-17DOI: 10.1177/23970022241231838
Katie Geradine, Ishbel McWha-Hermann
As the world faces increasing environmental, social and financial crises, as a result of climate change, deepening unrest about inequality, and the cost of living crisis, there are growing calls for organisations to play a role in responding to them. Scholars in the field of sustainable human resource management (HRM) have elaborated various avenues through which the field of HRM can contribute to this response. One such contribution HRM can make to global grand challenges is through contributing to the United Nation’s Sustainable Development Goals (SDGs). Of particular relevance for HRM is SDG8, which calls for decent work. In this study we empirically explore why, how and what influences HR managers in international non-governmental organisations (INGOs) to seek to enact fair reward, a key component of decent work. Based on our analysis, we find evidence that HR managers can be strategic actors in enacting fair pay, and we identify a complex interplay between HR managers and their context in the behaviours underpinning this enactment. HR managers adopt one of at least three identified roles to proactively enact fair reward (visionary, gatekeeper or technical consultant). Each role adopts differing strategic and fairness enactment behaviours to navigate the constraints posed by the context in which they work, including focussing on influencing different justice dimensions, and leveraging disruption in the external environment. By drawing out the key role HR managers can play in enacting fairness, we offer support for the importance of HRM in contributing to decent work and global grand challenges. Ultimately our study offers support for a common good HRM, in which HR manager actions are influenced and driven by challenges beyond the scope of their organisation. We offer empirical support and theoretical development related to how context shapes HR manager roles at work.
{"title":"In search of decent work: Human resource managers as custodians of fair reward in international NGOs","authors":"Katie Geradine, Ishbel McWha-Hermann","doi":"10.1177/23970022241231838","DOIUrl":"https://doi.org/10.1177/23970022241231838","url":null,"abstract":"As the world faces increasing environmental, social and financial crises, as a result of climate change, deepening unrest about inequality, and the cost of living crisis, there are growing calls for organisations to play a role in responding to them. Scholars in the field of sustainable human resource management (HRM) have elaborated various avenues through which the field of HRM can contribute to this response. One such contribution HRM can make to global grand challenges is through contributing to the United Nation’s Sustainable Development Goals (SDGs). Of particular relevance for HRM is SDG8, which calls for decent work. In this study we empirically explore why, how and what influences HR managers in international non-governmental organisations (INGOs) to seek to enact fair reward, a key component of decent work. Based on our analysis, we find evidence that HR managers can be strategic actors in enacting fair pay, and we identify a complex interplay between HR managers and their context in the behaviours underpinning this enactment. HR managers adopt one of at least three identified roles to proactively enact fair reward (visionary, gatekeeper or technical consultant). Each role adopts differing strategic and fairness enactment behaviours to navigate the constraints posed by the context in which they work, including focussing on influencing different justice dimensions, and leveraging disruption in the external environment. By drawing out the key role HR managers can play in enacting fairness, we offer support for the importance of HRM in contributing to decent work and global grand challenges. Ultimately our study offers support for a common good HRM, in which HR manager actions are influenced and driven by challenges beyond the scope of their organisation. We offer empirical support and theoretical development related to how context shapes HR manager roles at work.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"139 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139957107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-30DOI: 10.1177/23970022231226318
Philipp Kruse, Jürgen Wegge
In the face of grand challenges like global warming or social inequality, firms are increasingly expected to make a positive contribution to society. As a result, they are looking for ways to fuse their own and common good interests, for example, by employing so-called Common Good HRM practices. These practices like the promotion of a constructive error management culture (EMC) aim to support an environment that facilitates positive societal and ecological change by enabling firm leaders and employees to contribute to global progress. Yet, to date empirical evidence for proposed positive effects is scarce and the embeddedness of employees in different teams and national cultures is largely neglected in prior research. The current study accounts for these shortcomings by investigating the effects of a constructive EMC as a Common Good HRM practice on employee innovativeness and internal corporate social responsibility (CSR) based on a sample of 82,927 employees working in 9253 teams in a large telecommunication company with subsidiaries in 10 different countries. Applying a comprehensive multi-level design, we find that (i) a constructive EMC has a positive impact on employee innovativeness and internal CSR and (ii) that team member diversity regarding gender, age, and tenure and cultural values affect EMC. Particularly, our analyses uncover that EMC effects differ depending on the kind of diversity and reveal a complex interplay of team composition and cultural values. Despite notable limitations like the examination of only one single organization, our work underpins the theoretically proposed benefits of applying Common Good HRM practices and highlights the need to take both team and cultural influences into account.
{"title":"A constructive error management culture promotes innovation and corporate social responsibility: A multi-level analysis in 10 countries","authors":"Philipp Kruse, Jürgen Wegge","doi":"10.1177/23970022231226318","DOIUrl":"https://doi.org/10.1177/23970022231226318","url":null,"abstract":"In the face of grand challenges like global warming or social inequality, firms are increasingly expected to make a positive contribution to society. As a result, they are looking for ways to fuse their own and common good interests, for example, by employing so-called Common Good HRM practices. These practices like the promotion of a constructive error management culture (EMC) aim to support an environment that facilitates positive societal and ecological change by enabling firm leaders and employees to contribute to global progress. Yet, to date empirical evidence for proposed positive effects is scarce and the embeddedness of employees in different teams and national cultures is largely neglected in prior research. The current study accounts for these shortcomings by investigating the effects of a constructive EMC as a Common Good HRM practice on employee innovativeness and internal corporate social responsibility (CSR) based on a sample of 82,927 employees working in 9253 teams in a large telecommunication company with subsidiaries in 10 different countries. Applying a comprehensive multi-level design, we find that (i) a constructive EMC has a positive impact on employee innovativeness and internal CSR and (ii) that team member diversity regarding gender, age, and tenure and cultural values affect EMC. Particularly, our analyses uncover that EMC effects differ depending on the kind of diversity and reveal a complex interplay of team composition and cultural values. Despite notable limitations like the examination of only one single organization, our work underpins the theoretically proposed benefits of applying Common Good HRM practices and highlights the need to take both team and cultural influences into account.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139957108","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-30DOI: 10.1177/23970022241229037
Chris Brewster, Michael Brookes
Many of the United Nations’ Sustainable Development Goals apply directly to Human resource management (HRM) within organisations, and most of them have indirect relevance. It is clear, however, that by 2030 the world will have failed to meet the Goals. Although the connection between the SDGs and HRM is not so apparent, it has been argued that the two are, or perhaps should be, related: but maybe there is failure there too. This conceptual paper uses extant research to argue that the reasons for this are inherent in our understanding of HRM, in the nature of the Goals themselves, and in the relationship between HRM and the SDGs. We argue that HRM fails to advance the likelihood of the Goals being met because of construct clarity problems. Nonetheless, we argue that the SDGs have value for HRM specialists in signalling the importance of the multiple stakeholders involved and in focusing attention on crucial aspects of the role of HRM within organisations.
{"title":"Sustainable development goals and new approaches to HRM: Why HRM specialists will not reach the sustainable development goals and why it matters","authors":"Chris Brewster, Michael Brookes","doi":"10.1177/23970022241229037","DOIUrl":"https://doi.org/10.1177/23970022241229037","url":null,"abstract":"Many of the United Nations’ Sustainable Development Goals apply directly to Human resource management (HRM) within organisations, and most of them have indirect relevance. It is clear, however, that by 2030 the world will have failed to meet the Goals. Although the connection between the SDGs and HRM is not so apparent, it has been argued that the two are, or perhaps should be, related: but maybe there is failure there too. This conceptual paper uses extant research to argue that the reasons for this are inherent in our understanding of HRM, in the nature of the Goals themselves, and in the relationship between HRM and the SDGs. We argue that HRM fails to advance the likelihood of the Goals being met because of construct clarity problems. Nonetheless, we argue that the SDGs have value for HRM specialists in signalling the importance of the multiple stakeholders involved and in focusing attention on crucial aspects of the role of HRM within organisations.","PeriodicalId":517385,"journal":{"name":"German Journal of Human Resource Management","volume":"22 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139957119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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