{"title":"Instigating negotiations in the workplace","authors":"","doi":"10.1108/hrmid-11-2023-0222","DOIUrl":"https://doi.org/10.1108/hrmid-11-2023-0222","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Gender differences in instigating workplace negotiations are cited as a cause of gender inequality. Prevailing influence of established gender roles ensure that men are likelier than women to initiate negotiations for different work-related issues. Appropriate training and development initiatives could be effective in increasing self advocacy of women and closing the gender gap in areas like pay levels and leadership representation. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"62 23","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139196731","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":"Using artificial intelligence in human resource management","authors":"","doi":"10.1108/hrmid-11-2023-0223","DOIUrl":"https://doi.org/10.1108/hrmid-11-2023-0223","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms can enhance their human resource management (HRM) capabilities through the adoption of relevant artificial intelligence (AI) applications. However, they must also address different issues concerning potential job design, data volume, transparency and performance ambiguities in order to gain positive outcomes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"11 23","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139196461","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":"Proactive strength-oriented behaviors at work: psychological capital as precursor of strengths use","authors":"","doi":"10.1108/hrmid-11-2023-0215","DOIUrl":"https://doi.org/10.1108/hrmid-11-2023-0215","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings PsyCap significantly and positively predicts strengths use over time and strengths use is a significant, positive predictor of performance over time. There is a significant and indirect effect between PsyCap at T1 and performance at T3 through increased strengths use at T2. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"48 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139210121","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":"Signaling theory and the job interview","authors":"","doi":"10.1108/hrmid-10-2023-0212","DOIUrl":"https://doi.org/10.1108/hrmid-10-2023-0212","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A job candidate who presents as an IotAS is less likely to be selected for employment than a candidate who presents as neurotypical. Parasocial contact has no effect but providing information does improve assessments of suitability for the job and likelihood of selection for the job. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"378 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139225494","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":"Guiding managers in the art of leadership flexibility","authors":"","doi":"10.1108/hrmid-09-2023-0191","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0191","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This study lifts the lid on the practices of leadership development coaches, surrounding whether coaches completing an after-event review (AER) after each session with manager coachees creates better leadership flexibility results throughout the coaching journey. It transpired that leadership flexibility did increase under this AER coaching approach, in the forcing-enabling leadership dimension rather than in the strategic-operational leadership dimension. Leadership flexibility did also drive team vitality and performance. The authors recommend that coaches aren't too directive with their feedback, to avoid taking away the coachee manager's ownership of actively setting and pursuing their own professional goals. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"95 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135222171","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":"Getting the best from age-diverse workforces using core human principles","authors":"","doi":"10.1108/hrmid-09-2023-0192","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0192","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study zooms in on a vision to optimize the motivation and work engagement of age-diverse workforces, drawing on key supporting concepts like mastery goal orientation and perceived motivational climate. Questionnaire results from employees of Norway's financial sector revealed that younger employees can be disheartened by a performance climate, and that mastery goal orientation is an optimal trait to hunt out, in both young and old employees. Screening for this in hiring decisions could therefore be efficient and lucrative for companies seeking employees who are ready to learn, grow, and thrive on problem-solving challenges. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"73 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135221943","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":"Assessing who's got what it takes to lead digital transformation","authors":"","doi":"10.1108/hrmid-09-2023-0186","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0186","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This study seeks the understand the behaviors, skills, and experience that are vital in those who might successfully lead a digital transformation program within an organization. To lead through uncomfortable changes, through and across multiple layers of a business, the results confirmed that behavioral traits like honesty, emotional intelligence, empathy, and self-awareness as a burnout protection mechanism are primarily vital. Followed then by a supporting cluster of strategy elements, the chosen leader should be well equipped. The leader's cultural environment does also impact the digital transformation program. Managing complex change is ultimately a rigorously behavioral art. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"47 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135220110","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":"Psychological safety in virtual teams","authors":"","doi":"10.1108/hrmid-09-2023-0197","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0197","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Lack of psychological safety among members negatively impacts on the performance of virtual teams. In order to effectively address the problem, firms could utilize relevant information technologies to increase the task presence awareness and presence awareness which can accordingly help increase perceptions of psychological safety of men and women. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"58 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135365988","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":"Major crises and work-life balance","authors":"","doi":"10.1108/hrmid-09-2023-0194","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0194","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Employee need for satisfactory work-life balance becomes more essential during major crises. Firms are able to positively impact on both the subjective well-being and performance of employees when they are perceived to have responded effectively to the crisis. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135666843","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":"Change teams and change roles","authors":"","doi":"10.1108/hrmid-09-2023-0193","DOIUrl":"https://doi.org/10.1108/hrmid-09-2023-0193","url":null,"abstract":"Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizational performance increasingly depends on the success of different temporary teams. Individual members who shift between teams and roles within them can perform effectively when managers strengthen facilitating factors while limiting the impact of those with scope to inhibit performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.","PeriodicalId":39790,"journal":{"name":"Human Resource Management International Digest","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135667019","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}