German Journal of Human Resource Management: Zeitschrift für Personalforschung最新文献

{"title":"An empirical analysis of research paradigms within international human resource management: The need for more diversity","authors":"Angela Kornau, Ilka Marie Frerichs, Barbara Sieben","doi":"10.1177/2397002220908035","DOIUrl":"https://doi.org/10.1177/2397002220908035","url":null,"abstract":"The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"44 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113969824","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}

{"title":"A new ranking of IHRM journals: What type of quantitative research do they publish?","authors":"R. Redondo, M. Fabra, Gloria Martín","doi":"10.1177/2397002220908603","DOIUrl":"https://doi.org/10.1177/2397002220908603","url":null,"abstract":"By analyzing content, this paper aims to map empirical quantitative research on International Human Resource Management. Our filters will be “when, where, what, and how.” “When” indicates the time span we use to analyze the evolution of International Human Resource Management, “where” refers to the influential journals chosen for publication; “what” covers the different topics dealt with in IHRM, and “how” is linked to the various methodologies and statistical techniques applied. Using the “when, where, what, and how” of empirical quantitative, International Human Resource Management studies allows us to identify how different topics have been investigated and so may lead us to suggest methodological refinements to improve the analysis and knowledge of topics in International Human Resource Management. It will allow us to detect trends and research gaps and point to the most prominent journals for publication and dissemination of results.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116893759","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}

{"title":"Antecedents of overtime work: The case of junior academics","authors":"Irina Frei, C. Grund","doi":"10.1177/2397002220903247","DOIUrl":"https://doi.org/10.1177/2397002220903247","url":null,"abstract":"Despite the ongoing public debate about precarious working conditions in academia, there is only little evidence on working hours and overtime work for the group of (non-tenured) junior academics. We make use of unique longitudinal survey data on the occupational situation and careers of doctoral students and doctorate holders in science, technology, engineering and mathematics fields in Germany. We find that overtime hours are less pronounced among firm employees holding a doctorate and among postdocs than they are among doctoral students. This result is prevalent both between individuals in the cross-section and with regard to individual fixed effects panel estimations. In contrast to firm employees, overtime hours are in a considerable way positively associated with part-time contracts for doctoral students. Furthermore, our results reveal that individuals’ career orientation is positively associated with extra hours. In contrast, individuals with family responsibilities spend significantly fewer hours at work.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122334812","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}

{"title":"Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes","authors":"Jan G Langhof, Stefan Güldenberg","doi":"10.1177/2397002219869903","DOIUrl":"https://doi.org/10.1177/2397002219869903","url":null,"abstract":"The purpose of this article is multi-layered. First, we focus on gaining a comprehensive insight into a research area which just recently received more recognition in management literature: servant leadership. Second, we identify antecedent and outcomes of servant leadership within the existing research body. Third, we synthesize and develop a comprehensive servant leadership model. It assists academics and practitioners in keeping pace with the increasing servant leadership literature. The systematic literature review provides explanations as to why managers practice servant leadership. The study also contributes to a better understanding of the outcomes of servant leadership and brings clarity to a discombobulated group of studies.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127927144","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}

{"title":"On the (ir)relevance of religion for human resource management and diversity management: A German perspective","authors":"Dorothea Alewell, D. Rastetter","doi":"10.1177/2397002219882399","DOIUrl":"https://doi.org/10.1177/2397002219882399","url":null,"abstract":"From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124668569","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}

{"title":"Leadership and work engagement: Exploring explanatory mechanisms","authors":"A. Decuypere, W. Schaufeli","doi":"10.1177/2397002219892197","DOIUrl":"https://doi.org/10.1177/2397002219892197","url":null,"abstract":"Construct proliferation in the leadership field raises questions concerning parsimony and whether we should focus on joint mechanisms of leadership styles, rather than the differences between them. In this theoretical research article, we propose that positive leadership styles translate into similar leader behaviors on the work floor that influence employee work engagement through a number of shared pathways. We take a deductive approach and review several established theories as well as relevant up-to-date empirical work from a bird’s-eye view to generate a general framework. We introduce a model with three processes (one direct process and two indirect processes) and five pathways (practical, motivational, affective, cognitive, and behavioral). With regard to the indirect processes, we propose that work characteristics (material pathway) and psychological need satisfaction (intrapersonal motivational pathway) mediate the relationship between positive leadership styles and engagement. Regarding the direct interpersonal process, we propose that leaders directly influence employee engagement through three pathways: emotional contagion (affective interpersonal pathway), social exchange (cognitive interpersonal pathway), and role modeling (behavioral interpersonal pathway). Our parsimonious research model furthers the integration of different theoretical viewpoints as well as underscores joint mechanisms with regard to the effect of positive leadership styles. Practically speaking, this article also provides insight into which processes leaders can work on to stimulate employee work engagement through progressive policies and work practices.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"155 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134057446","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}

{"title":"The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective","authors":"M. Diebig, K. Bormann","doi":"10.1177/2397002219900177","DOIUrl":"https://doi.org/10.1177/2397002219900177","url":null,"abstract":"Previous research on laissez-faire leadership and stress has focused on between-person differences by looking at general ratings of leader behaviours. Yet, researchers have demonstrated a high situational contingency of leadership behaviours that call for a more detailed analysis of within-person differences. We adopt a role theory perspective to explain why daily laissez-faire leadership is linked to daily stress of followers. Also drawing on role theory, we further explain fluctuations of supervisors’ laissez-faire leadership behaviour over time in relation to follower perceptions of day-specific stress. Finally, we also take followers’ level of neuroticism into perspective to describe when followers are particularly vulnerable to laissez-faire leadership. We conducted a diary study spanning over 5 days within 1 working week to test whether daily laissez-faire leadership and its variability were positively related to followers’ daily stress and whether these relations were moderated by follower neuroticism. A total of 201 participants completed the diary surveys (M = 4.79 days × 201 participants = 963 data points) and provided information in an initial survey. Results gave support for most of our hypotheses and showed a positive relationship between daily laissez-faire leadership and daily stress as well as a positive relationship between laissez-faire leadership variability and daily stress. Neuroticism moderated the positive relationship between laissez-faire leadership variability and daily stress in the way that the relationship between laissez-faire leadership variability and daily stress was stronger for individuals with high neuroticism.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117097293","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}

{"title":"Wolfgang Weber (1939–2019) Professor of Human Resource Management and Founding Editor of the German Journal of Human Resource Management","authors":"M. Festing, Anja Iseke, Rüdiger Kabst, Albert Martin, W. Matiaske, W. Mayrhofer, Werner Nienhüser","doi":"10.1177/2397002219900087","DOIUrl":"https://doi.org/10.1177/2397002219900087","url":null,"abstract":"In a speech at an honorary reception to mark his 80th birthday, his successor as University President described Wolfgang Weber as ‘rock solid’. This characterizes just one aspect of the honoree’s personality. Wolfgang Weber thanked him warmly and announced that he would continue to research and write ‘as long as possible’. Unfortunately he was not granted a long time. Wolfgang Weber died on 1 December 2019. His friends, companions, colleagues and students will miss and remember him – not only his steadfastness and tirelessness but also his clarity and foresight, his calmness and restraint, his wonderful sense of humour and his intense humanity. Wolfgang Weber1 was born on 17 February 1939 in Moravian Schönberg (today Šumperk, Czech Republic). His academic career began studying business administration at the University of Mannheim in the 1960s. He was an assistant at the chair of August Marx, one of the founding fathers of German Human Resource Management. He did his doctorate under Werner Kirsch on the topic ‘The identification phenomenon and its importance as a determinant of human behaviour in organizations’ (Das Identifikationsphänomen und seine Bedeutung als Determinante menschlichen Verhaltens in Organisationen; Weber, 1971). Wolfgang Weber played a key role in the reorganization of business studies at the University of Mannheim and he held Eduard Gaugler’s chair during Gaugler’s rectorate. He also did his habilitation at the University of Mannheim. The title of his postdoctoral thesis is: ‘In-company further training: Empirical analysis of company and individual decisions on further training’ (Betriebliche Weiterbildung. Empirische Analyse betrieblicher und individueller Entscheidungen über Weiterbildung; Weber, 1985). In 1976, he accepted a call to the newly founded University of Paderborn. In 1982, Wolfgang Weber moved to a chair at the Vienna University of Economics and Business and then returned to Paderborn again in 1985. There he taught and researched until he retired in 2005 as the Chair of Business Administration, especially Human Resource Management (Lehrstuhl für Personalwirtschaft). As a scientist, Wolfgang Weber decisively shaped the business sub-discipline of human resource management in Germany and paved the way for the rapid growth of this area of study. He remained committed to the Mannheim tradition of critical rationalism – his research was behavioural and empirical. Behavioural science means opening up the human aspects of economics in order to understand and explain behaviour and action in 900087 GJH0010.1177/2397002219900087German Journal of Human Resource ManagementObituary research-article2020","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127709799","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}

{"title":"Subsidiary country managers and subsidiary development: Upper echelons and resource-based perspectives","authors":"Muhammad Mustafa Raziq, Gabriel R. G. Benito, Josephine Igoe","doi":"10.1177/2397002219898184","DOIUrl":"https://doi.org/10.1177/2397002219898184","url":null,"abstract":"This article examines the relationship between subsidiary country manager-level factors and subsidiary development. As existing research on subsidiaries in multinational enterprises has focused on the organizational level, thus overlooking the individual level, it offers little insight regarding the role and importance of country managers for subsidiaries. Drawing upon upper echelons theory, resource-dependence theory, and the resource-based view, we argue that subsidiary development is contingent on country manager characteristics, and that country manager assignments are less likely when the host country is perceived as being of limited strategic importance to the multinational enterprise. Survey data from 429 foreign-owned subsidiaries in New Zealand provide support for our hypotheses. We derive some theoretical and managerial implications based on the findings.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132728400","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}

{"title":"The role of affective states in potential applicants’ evaluations of employer attractiveness","authors":"Manfred Auer, Gabriela Edlinger, Tanja Petry, Judith Pfliegensdörfer","doi":"10.1177/2397002219854959","DOIUrl":"https://doi.org/10.1177/2397002219854959","url":null,"abstract":"What role do emotions play as a job seeker eyes up a potential employer? Our contribution to research into employer attractiveness explores the role that affective states play in potential applicants’ subjective perceptions of companies’ employer attractiveness in the early phase of job seeking. We adopt a concurrent verbalization approach to inquire into qualified potential applicants’ processes of interpreting employer branding material. Based on these data, we provide insights into the neglected role of emotions in research on potential applicants’ assessments of the appeal of an organization. The findings from a multistep qualitative data analysis produce the following four propositions: (1) strong emotions influence the outcome of the opinion-making process; (2) negative emotions play a crucial role in potential applicants’ evaluations of employer attractiveness; (3) some contents of employer information elicit negative emotions, whereas their complementary counterparts do not elicit positive affective reactions; and (4) expectations towards an employer and comparisons among employers influence potential applicants’ sentiments about individual employers.","PeriodicalId":206271,"journal":{"name":"German Journal of Human Resource Management: Zeitschrift für Personalforschung","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116313030","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}