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Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-03-17 Grisel Lopez-Alvarez, M. Teresa Cardador, Simon Lloyd D. Restubog
Women are more likely than men to be targets of incivility in the workplace. Scholars have referred to this pattern as selective incivility and suggest that incivility directed toward women—that is, selective incivility—is a form of modern sexism in the workplace. However, it remains unclear whether women themselves make sense of incivility from men as a form of gender bias, and when such perceptions
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Employee voice in times of crisis: A conceptual framework exploring the role of Human Resource practices and Human Resource system strength Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-03-07 Margarita Nyfoudi, Bora Kwon, Adrian Wilkinson
Despite extensive developments in the field of Human Resource Management, we still have limited and fragmented knowledge of how the external and internal environment of an organization influences direct employee voice. In this conceptual paper, we draw on signaling theory and theorize on whether and, if so, how direct employee voice and organizational voice climate are shaped at times of macro and
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What are interviews for? A qualitative study of employment interview goals and design Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-03-11 Timothy G. Wingate, Joshua S. Bourdage
The employment interview is among the most versatile of staffing tools. Yet, the interview is rarely studied as a multipurpose tool. If the interview is used to serve multiple goals, then the interview can be effective (i.e., valid), and effectively designed, in multiple ways. The current study uses qualitative methodology to develop an inductive theory of interview goals and design based on conversational
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Human resource executives' relative pay and firm performance Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-03-05 Clint Chadwick, James P. Guthrie, Xuejing Xing, Shan Yan
To operationalize the extent to which firms place a strategic emphasis on human capital and human resource management (HRM), we draw on the strategy field's dominant logic theory and on the emerging literature on executive compensation for the heads of major firm functions, such as HRM. Specifically, we investigate whether the pay of human resource executives (HREs) relative to other members of top
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Dark side of algorithmic management on platform worker behaviors: A mixed‐method study Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-02-29 Ying Lu, Miles M. Yang, Jianhua Zhu, Ying Wang
This research investigates the impact of algorithmic management on worker behaviors, focusing on workers' commitment to service quality and referral tendencies. Drawing upon the job demands‐resources model, we argue that high levels of algorithmic management could create hindrance demands that impede service quality and demotivate referral behaviors. We propose that high workload, as a challenge demand
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Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue‐collar, nonprofit, and managerial work Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-02-29 Marina N. Astakhova, Alexander S. McKay, D. Harold Doty, Barbara R. Wooldridge
We integrate the job characteristics and dual work passion models to explore the indirect (via work meaningfulness) effects of job characteristics (i.e., job autonomy, task identity, skill variety, task significance, feedback from the job and feedback from others) on two types of work passion, harmonious passion (HP) and obsessive passion (OP). We first advance occupation‐specific predictions for job
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The moderating role of social capital for late‐career management intervention effects on older employees' work engagement Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-02-28 Markku Jokisaari, Mervi Ruokolainen, Jukka Vuori
Despite increasing interest in supporting older workers' motivation, retention, and well‐being at work, knowledge about how social networks at work may affect the efficacy of training interventions among older employees is scarce. These social ties are an important source of resources for older workers' careers. This study examined the characteristics of older workers' personal social networks as boundary
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An examination of whether and how leader humility enhances leader personal career success Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-28 Elsa T. Chan, David R. Hekman, Maw Der Foo
Humble leaders are traditionally thought to create a great deal of human and social capital, yet be overshadowed by self-promoting rivals for promotions. We propose that through informal career mentoring, humble leaders can improve their organizational status and promotability. We tested our model among a multisource sample of 610 leaders across 18 industries and 21 job functions who participated in
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Blinded by “algo economicus”: Reflecting on the assumptions of algorithmic management research to move forward Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-23 Laura Lamers, Jeroen Meijerink, Giorgio Rettagliata
This paper reflects on the paradigmatic assumptions and ideologies that have shaped algorithmic management research. We identify two sets of assumptions: one about the “ontology of algorithms” (which holds that human resource management [HRM] algorithms are non-human entities with material agency) and one about the “ontology of management” that HRM algorithms afford (which understands algorithmic management
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Advancing work–life supportive contexts for the “haves” and “have nots”: Integrating supervisor training with work–life flexibility to impact exhaustion or engagement Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-18 Ellen Ernst Kossek, Caitlin M. Porter, Lindsey Mechem Rosokha, Kelly Schwind Wilson, Deborah E. Rupp, Jared Law-Penrose
Employers face many dilemmas in effectively implementing work–life flexibility to support employees' personal lives. A key issue is that some employees hold jobs with limited opportunities for work–life flexibility, making them susceptible to burnout; yet most employers believe they can do little to mitigate this dynamic. Furthermore, even when employees hold jobs with greater access to work–life flexibility
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Expatriate managers' personal financial insecurity indirectly thwarts team innovation: The role of state learning goal orientation Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-06 Dan Ni, Shaoxue Wu, Michelle Xue Zheng, Wen Wu
This paper studies the downstream effect of expatriate managers' personal financial insecurity on team innovation. Building on resource allocation theory, we propose a moderated serial mediation model. Using four-wave, multi-source survey data from 99 R&D expatriate teams within large technology companies in emerging markets, we find that expatriate managers' personal financial insecurity is negatively
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Context is key: A 34-country analysis investigating how similar HRM systems emerge from similar contexts Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-03 Wolfgang Mayrhofer, Torsten Biemann, Irmela Koch-Bayram, Marco L. Rapp
Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities
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Power to the people—And then? A multilevel leadership perspective on organizational decentralization Hum. Resour. Manag. (IF 6.235) Pub Date : 2024-01-02 Hendrik Huettermann, Stefan Berger, Max Reinwald, Heike Bruch
As organizations strive for more flexibility, decentralized decision-making has been at the core of many modern HR approaches. Yet, on a company-wide scale, it remains unclear whether decentralized decision-making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee-level mechanism underlying the organizational-level relationship
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Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-12-12 Ottilie Tilston, Franciska Krings, Nicolas Roulin, Joshua S. Bourdage, Michael Fetzer
Asynchronous video interviews (AVIs) are a form of one-way, technology-mediated selection interview that can help streamline and increase flexibility in the hiring process and are used to hire millions of applicants per year. Although applicant reactions to AVIs in general tend to be more negative than with traditional interview modalities, AVIs can differ widely in how they are designed. For instance
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The SMART model of work design: A higher order structure to help see the wood from the trees Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-11-27 Sharon K. Parker, Caroline Knight
We propose a new work design model, SMART work design, that identifies five higher order categories of work characteristics, including stimulating work characteristics (task variety, skill variety, information processing requirements, and problem-solving requirements), mastery work characteristics (job feedback, feedback from others, and role clarity), autonomous work characteristics (decision-making
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Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-10-25 Chia-Yen Chiu, Matylda Howard, Edilene Lopes, Carol T. Kulik, Michelle R. Tuckey
Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well-being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self-care strategies
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Effects of formal mentoring support on newcomer–protégé affective organizational commitment: a self-concept-based perspective Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-10-21 Thomas A. Birtch, Zhenyao Cai, Flora F. T. Chiang
The study proposes and tests a self-concept-based perspective for the effects of formal mentoring support on affective organizational commitment (AOC) via multiple mediators. Using time-lagged multi-source dyadic data (n = 203), we demonstrate that formal mentoring support significantly influences newcomer–protégés' AOC through an underlying self-evaluative mechanism indicated by organization-based
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You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-09-20 Seonghee Cho, Sooyeol Kim, Hun Whee Lee, Zhuyi Angelina Li
Safety literature has traditionally focused on identifying and managing risk factors that lead to safety outcomes (e.g., injuries, accidents, death) at work. The current study takes a new perspective on employee safety and proposes that safety-related experience has more general work implications. Drawing on theories of stress coping and workplace anxiety, we test a mechanism on how employees’ daily
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Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-09-07 Steven McCartney, Na Fu
Although research identifies analytical and storytelling skills as the two broad human capital inputs required to perform people analytics, further research is required to better understand how People Analysts that is, the enactors of people analytics, perceive the impact of these skills on their performance. Accordingly, this study draws on the human capital resource (HCR) and HCR complementarity
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Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values” Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-08-30
Dumont, J., Shen, J. and Deng, X. (2017), Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values. Hum Resour Manage, 56: 613–627. https://doi.org/10.1002/hrm.21792 On P.619: in-role and extra-role green behavior is measured using the respective five and six-item scales (instead of three-item scales) developed by Bissing-Olson
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Answerable for what? The role of accountability focus in line manager HR implementation Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-08-24 Rebecca Hewett, David Sikora, Jeremy Brees, Rowan Moelijker
Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role.
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A skills-matching perspective on talent management: Developing strategic agility Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-08-23 Stefan Jooss, David G. Collings, John McMackin, Michael Dickmann
Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the
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The rise of the human capital industry and its implications for research Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-08-23 Peter Cappelli, Shoshana Schwartz
We document the size and scope of the industry of for-profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing
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The scholarly impact of diversity research Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-07-22 Thomas W. H. Ng
This study contributes to the diversity literature by probing whether diversity papers are cited as frequently as nondiversity papers in management and industrial/organizational (I/O) psychology journals. Based on the stigma-by-association theory, I argue that as a result of their association with minority groups, diversity papers may be devalued and thus “othered” by scholars. Using a citation analysis
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Beyond employer brand content: The role of employer brand process attributes in understanding employees' reactions toward their employer Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-07-20 Hira Kanwal, Greet Van Hoye
Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes
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Profiles of diversity and inclusion motivation: Toward an employee-centered understanding of why employees put effort into inclusion and exclusion Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-07-20 Niamh E. A. Dawson, Stacey L. Parker, Tyler G. Okimoto
Despite their prevalence, workplace diversity and inclusion (D&I) practices continue to produce inconsistent effects on employee attitudes and behaviors. This shines a light on the need for evidence-based approaches in understanding how employees enact D&I goals. Drawing on self-determination theory, we argue that employee D&I motivation is an untapped pathway for understanding how inclusion-supportive
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Creation of the algorithmic management questionnaire: A six-phase scale development process Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-07-16 Xavier Parent-Rocheleau, Sharon K. Parker, Antoine Bujold, Marie-Claude Gaudet
There is an increasing body of research on algorithmic management (AM), but the field lacks measurement tools to capture workers' experiences of this phenomenon. Based on existing literature, we developed and validated the algorithmic management questionnaire (AMQ) to measure the perceptions of workers regarding their level of exposure to AM. Across three samples (overall n = 1332 gig workers), we
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How the human resource (HR) function adds strategic value: A relational perspective of the HR function Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-06-14 Jinhwan Jo, Clint Chadwick, Joo Hun Han
In the present article, we propose the concept of the HR function's relational activities and examine its influence on the firm's human capital resources (HCRs) and performance. Integrating insights from various streams of research in strategic human resource management (HRM) and strategic human capital, we develop a relational perspective of the HR function and propose the relational activities as
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Too smart to work hard? Investigating why overqualified employees engage in time theft behaviors Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-06-13 Sijia Zhao, Chao Ma
Integrating the theory of workplace deviance with person–environment fit theory, we propose a two-pathway model to explain why and how employees who feel overqualified engage in time theft behavior. Specifically, we anticipate that feeling overqualified will negatively influence focal employees' experienced authority fairness and erode their work meaningfulness, which in turn will lead to increased
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Contingencies in the effects of job-based pay dispersion on employee attitudes Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-06-13 Aino Tenhiälä, Sven Kepes, Markus Jokela
When does pay dispersion elicit positive or negative employee attitudes? A review of the pay dispersion literature indicates a controversy around this vital question and suggests that numerous contingency factors moderate the effects of pay dispersion. In an empirical study of four Finnish companies consisting of 141 work units, we examine contingencies in attitudinal reactions to job-based pay dispersion
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To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-05-29 Chao Ma, Deshani B. Ganegoda, (George) Zhen Xiong Chen, Jun Zhao, Xinhui Jiang, Xue Zhang
Contributing to the literature on positive effects of overqualification, this research examines when and why perceived overqualification predicts affiliative and proactive performance at work. Integrating optimal distinctiveness theory with self-construal theory, we propose that depending on the nature of an employee's self-construal (i.e., independent, or interdependent), perceived overqualification
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How does human resource management balance exploration and exploitation? The differential effects of intellectual capital-enhancing HR practices on ambidexterity and firm innovation Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-05-25 Jongwook Pak, Hossein Heidarian Ghaleh, Gholamhossein Mehralian
After decades, dialogues on human resource management (HRM), intellectual capital (IC), and ambidexterity still continue, mirroring that the role of ambidextrous capability in translating the impact of HRM into superior performance remains unclarified. At this juncture, the current study proposes a novel theoretical framework to extend research on the relationship between IC-enhancing HR practices
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Getting from valid to useful: End user modifiability and human capital analytics implementation in selection Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-05-23 Patrick E. Downes, T. Brad Harris, David G. Allen
A major problem in employee selection coalesces around convincing decision-makers (e.g., hiring managers) to use analytically derived models. Existing recommendations in the literature largely focus on convincing executives to adopt analytical models and then exert their top-down influence on lower-level hiring decisions. In contrast to these solutions, we explore end user modifiability (i.e., allowing
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Leveraging relational analytics in human resource research and practice Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-05-18 Scott M. Soltis, Jessica R. Methot, Jody Hoffer Gittell, T. Brad Harris
Relational analytics—the leveraging of data on workplace relationships—acts as a complement to traditional people analytics and moves scholars and practitioners closer to an understanding of the realities of the modern workplace. This article serves as a primer for relational analytics by highlighting the potential of the perspective for human resources, the levels of analysis that can be used to study
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Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-05-03 Shuang Ren, Fang Lee Cooke, Günter K. Stahl, Di Fan, Andrew R. Timming
How can human resource management (HRM), as both a scholarly discourse and a corporate strategic function, advance the sustainability agenda? We endeavor to answer this question by drawing together insights gleamed from the emerging sustainable HRM literature. First, we synthesize various conceptualizations and theoretical perspectives on the topic, including frames of reference from strategic HRM
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Algorithmic HRM control in the gig economy: The app-worker perspective Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-04-20 James Duggan, Ronan Carbery, Anthony McDonnell, Ultan Sherman
Work in the gig economy is championed by platform organizations as affording individuals the flexibility to decide when, where, and how much they wish to work. The reality is more complex. In app-based gig work, we propose the concept of “algorithmic HRM control,” which acts as an omnipresent and distinctive control system that differs from traditional forms of control in two significant ways: first
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Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-04-01 Rebecca L. Mitchell, James G. Matusik, Russell E. Johnson
Both men and women who violate gender stereotypes incur backlashes, or penalties, for these transgressions. However, men who engage in warm, communal behaviors occasionally receive a boost (or benefit) for this female-stereotyped behavior. To understand how and why warmth and gender interact to predict backlashes or boosts, we integrate uncertainty reduction theory with the stereotype content model
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Gender-ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-03-29 Seonyoung Hwang, Kim Hoque
Although guilt is often considered the most prevalent emotional outcome of work–family conflict (WFC), most work–family research focuses on family-related guilt stemming from work interference with family, rather than job-related guilt stemming from family interference with work (FIW). In addition, there is little understanding of how different employee social groups experience the implications of
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Strategic human resource management in the context of environmental crises: A COVID-19 test Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-01-23 Dana B. Minbaeva, Steen E. Navrbjerg
This article explores the gaps in strategic human resource management (SHRM) research exposed by the COVID-19 pandemic in order to guide future SHRM research in the context of environmental crises. Using evidence from Danish companies and public organizations collected using a mixed-methods sequential design, we discuss whether existing SHRM frameworks can adequately frame and deliver the academic
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Effective communication for relational coordination in remote work: How job characteristics and HR practices shape user–technology interactions Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-01-20 Christina Fuchs, Astrid Reichel
The theory of relational coordination holds that frequent, timely, accurate, and problem-solving communication positively interacts with relationships of mutual respect, shared goals, and shared knowledge to support effective work coordination. With increasing numbers of employees working remotely, Advanced Communication Technologies (ACTs) are crucial for enabling the communication necessary for relational
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Looking up and fitting in: Team leaders' and members' behaviors and attitudes toward the environment in an MNC Hum. Resour. Manag. (IF 6.235) Pub Date : 2023-01-18 Paul Baldassari, Sophie Eberhard, Yuan Jiang, Michael Muller-Camen, Lisa Obereder, Michael Schiffinger, Raik Thiele
As an emerging topic in human resource management (HRM) research, organizational citizenship behavior for the environment (OCBE) and workgroup green advocacy (WGGA) have been studied as a proxy of the environmental performance of organizations as well as a potential way for companies to assess the impact of their environmental strategies and initiatives. Viewing OCBE and WGGA as green-focused knowledge
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High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-12-23 Kyoung Yong Kim, Jake G. Messersmith, Jenna R. Pieper, Kibok Baik, Sherry (Qiang) Fu
Employee mental health is a central issue in today's global workplace. This paper analyzes the effect of high performance work systems (HPWSs) on employee mental health. We integrate HPWS concepts with job demands-resources (JD-R) theory to examine competing theoretical perspectives—a positive HPWS influence and a negative HPWS influence on employee mental health. We examine employees' perceptions
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The HR ecosystem: Emerging trends and a future research agenda Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-12-19 Scott A. Snell, Juani Swart, Shad Morris, Corine Boon
Human resource leaders are experimenting with new approaches to organizing and utilizing workers that are not limited to the traditional boundaries of the firm, but rather expand to an ecosystem of work and organization. This special issue introduction article introduces a set of papers from management scholars discussing the ecosystem of work and organization and offers a roadmap for future research
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Gender diversity advantage at middle management: Implications for high performance work system improvement and organizational performance Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-12-13 Min-Kyu Joo, Jeong-Yeon Lee, Dejun Tony Kong, Phillip M. Jolly
Research on women in leadership positions has largely focused on the board or top management team (TMT) leadership level, showing that increased female representation at these levels can benefit organizational performance. However, the strategic implications of female representation at middle management have been largely neglected. The current study addresses this issue in relation to High Performance
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The adoption of human resource practices to support employees affected by intimate partner violence: Women representation in leadership matters Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-12-09 Suzanne Chan-Serafin, Karin Sanders, Lu Wang, Simon Lloyd D. Restubog
Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the
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Communication quality and relational self-expansion: The path to leadership coaching effectiveness Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-12-02 Angela M. Passarelli, Mai P. Trinh, Ellen B. Van Oosten, Amanda Varley
Leadership coaching—a relational process by which a professional coach works with a leader to support their development—is a common component of learning and development portfolios in organizations. Despite broad agreement about the importance of the coaching relationship, relational processes remain undertheorized, failing to account for the growth and intertwining of coach-leader self-concepts as
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The self-regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-11-29 Pok Man Tang, Joel Koopman, Kai Chi Yam, David De Cremer, Jack H. Zhang, Philipp Reynders
Organizations are increasingly augmenting employee jobs with intelligent machines. Although this augmentation has a bright side, in terms of its ability to enhance employee performance, we think there is likely a dark side as well. Draw from self-regulation theory, we theorize that dependence on intelligent machines is discrepancy-reducing—enhancing work goal progress, which in turn boosts employees’
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Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-11-28 Raphael Boemelburg, Stefan Berger, Justin J. P. Jansen, Heike Bruch
Prior research suggests that the organizational context supports the emergence of employee ambidexterity; however, the interplay between formal and informal context has been largely unexplored. We analyze this interplay with a multilevel, multisource data set of 2446 individual employees nested in 77 organizations. We find that a promotion climate—unlike a prevention climate—contributes to employee
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A relational perspective on supervisor-initiated turnover: Implications for human resource management based on a multi-method investigation of leader–member exchange relationships Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-11-15 Laura Becker, Elias Ertz, Marion Büttgen
Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor-initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive
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HR practices and work relationships: A 20 year review of relational HRM research Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-11-09 Anindita Roy Bannya, Hugh T. J. Bainbridge, Suzanne Chan-Serafin
We systematically reviewed quantitative studies of phenomena at the nexus of Human Resource Management (HRM) and interpersonal relationships. We report on the overall prevalence and trends in research methods relating to construct, internal, external, and statistical conclusion validity. The review draws attention to areas of emphasis (positive relationships, instrumental ties, nonnetwork structures
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Exploring the socio-political dynamics of front-line managers’ HR involvement: A qualitative approach Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-10-24 Hussein Kurdi-Nakra, Jongwook Pak
Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front-line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing
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Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-10-20 Madleen Meier-Barthold, Torsten Biemann, Kerstin Alfes
In explaining the effectiveness of a human resource (HR) system within an organization, scholars have turned their attention to HR attributions, which capture employees' perceptions about the intentions behind their organization's HR practices, and have demonstrated that an HR system's content and process of communication drive employees to form specific HR attributions. However, current research has
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Toward a more sustainable environment: Understanding why and when green training promotes employees' eco-friendly behaviors outside of work Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-10-09 Muhammad Usman, Yasin Rofcanin, Moazzam Ali, Chidiebere Ogbonnaya, Mayowa T. Babalola
Although green training has been shown in past research to promote environmentally responsible behaviors at work, scholars have paid less attention to its influence on employees' eco-friendly behaviors outside of work. This omission is critical because confining green training research to the work domain obscures its benefits in promoting employees' pro-environmental behaviors beyond the workplace
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A contingency approach to HRM and firm innovation: The role of national cultures Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-10-07 Jingjing Yao, Elise Marescaux, Li Ma, Martin Storme
Companies adopt various HRM practices to enhance employees' abilities, motivations, and opportunities to foster innovation. Are these practices universally effective or culturally contingent? In this study, we draw on the Ability-Motivation-Opportunity (AMO) model and examine the effectiveness of three representative practices using a dataset of 304 companies from 13 countries or regions. We find that
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Best friend or broken tool? Exploring the co-existence of humans and artificial intelligence in the workplace ecosystem Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-10-05 Katja Einola, Violetta Khoreva
Artificial intelligence (AI) has become an important topic in business literature and strategy talk. Yet, much of this literature is normative and conceptual in nature. How organizational members perceive AI and the job role changes that come with it is, so far, largely unknown territory for both HR scholars and practitioners. We sought to investigate the relationship between humans and AI and conducted
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Social networks and citizenship behavior: The mediating effect of organizational identification Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-09-22 Thomas J. Zagenczyk, E. Erin Powell
Are employees more likely to identify with their organization and engage in helping behaviors on its behalf if the coworkers who make up their social networks identify and help the organization? We draw on social information processing theory, social learning theory, and research on diffusion of innovation to develop a model that predicts how relational (advice ties) and structural (structural equivalence)
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Corrigendum Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-09-09
Correction to The Employee Engagement Scale: Initial Evidence for Construct Validity and Implications for Theory and Practice There is an error in the text on page 967, first sentence of Intent to Turn Over section. Below is how the text should read: Intention to turn over was measured using the two-item intention to turnover scale (ITS; Colarelli, 1984). The author states that this error does not
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Employee behavior in employee stock option plans: Why do some employees acquire company stock? Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-09-08 Andrew Pendleton, Andrew Robinson
The article focuses on decisions to exercise and hold company stock at the maturity of a broad-based employee stock options plan. It investigates why some participants choose an uncertain and risky future reward when an immediate and certain increase in wealth could be secured at exercise. It draws on and expands the “mixed gambles” perspective in behavioral agency theory, utilizing a combination of
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Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition Hum. Resour. Manag. (IF 6.235) Pub Date : 2022-09-02 Kang Yang Trevor Yu, Brian R. Dineen, David G. Allen, Anthony C. Klotz
This article introduces the special issue in Human Resource Management featuring employer branding and talent acquisition. We provide a brief history of talent acquisition and introduce an employer branding approach to this process, especially emphasizing the potential of this approach for building competitive advantage. The challenges of employer branding on social media in the digital age are also