Human Resource Management Journal最新文献

{"title":"Encouraging theory papers for human resources management journal","authors":"Roy Suddaby","doi":"10.1111/1748-8583.12579","DOIUrl":"https://doi.org/10.1111/1748-8583.12579","url":null,"abstract":"","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"556-559"},"PeriodicalIF":5.4,"publicationDate":"2024-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12579","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749338","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Follow which leader? Spatial mimicry and broad-based equity- and profit-sharing plans","authors":"Colin Birkhead,&nbsp;Mark C. Hand","doi":"10.1111/1748-8583.12578","DOIUrl":"https://doi.org/10.1111/1748-8583.12578","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Organizations have both local and nationally prominent peers from which they can model their human resource management practices. How does a focal organization reconcile the influence of smaller, spatially proximate peer organizations with the influence of prominent, distant organizations? We develop the concept of spatial mimetic gravity to estimate the mimetic pressures a focal organization feels from its geographically proximate and distant peers. We examine the population of craft beer brewers in the United States between 2013 and 2019 and find that the propensity to offer a stock ownership or profit-sharing plan is a function of a focal brewery's spatial proximity to its peers and their prominence. We help explain why some firms offer broad-based equity-sharing and profit-sharing plans and others do not. In doing so, we argue that organizational spatial mimicry is best understood from a gravity approach, adding a field-level explanation to previously individually focused theory about organizational choices.</p>\u0000 </section>\u0000 </div>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"539-555"},"PeriodicalIF":5.4,"publicationDate":"2024-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749482","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bounded professionalism nexus: HR professionalism within and across organizational boundaries","authors":"Ronit Nadiv,&nbsp;Shani Kuna","doi":"10.1111/1748-8583.12577","DOIUrl":"https://doi.org/10.1111/1748-8583.12577","url":null,"abstract":"<p>Even though the field of human resources is rife with tensions and contradictions, little is known about how HR practitioners experience and navigate these challenges. The impact of these tensions and ambiguities on HR professionalism remains understudied. Using the framework of “bounded professionalism”, this study explores how HR practitioners in business organizations (RBOs) and staffing agencies (RSAs) navigate professional and organizational tensions. Through a qualitative methodology, we conducted 60 semi-structured interviews with HR practitioners from a variety of organizational settings. By examining the complicated experiences of HR practitioners, we highlight the nuanced ways in which they manage and mitigate professional and organizational tensions. This paper introduces and further develops the concept of “bounded professionalism nexus,” which implies that collaboration between professionals across organizational boundaries may exacerbate the experience of bounded professionalism. Specifically, we identify the triggers and implications of “bounded professionalism nexus”, demonstrating how cross-border organizational relations contribute to suboptimal performance in both RSAs and RBOs. According to our findings, these tensions are not only prevalent, but also have significant implications for HR professionalism. This study concludes by examining the broader implications of the “bounded professionalism nexus” for HR professionals and offering suggestions for mitigating these tensions.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"518-538"},"PeriodicalIF":5.4,"publicationDate":"2024-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Advancing HRM for entrepreneurs, nascent markets and bottom of the pyramid contexts: A call for new perspectives","authors":"Benson Honig","doi":"10.1111/1748-8583.12576","DOIUrl":"https://doi.org/10.1111/1748-8583.12576","url":null,"abstract":"","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"514-517"},"PeriodicalIF":5.4,"publicationDate":"2024-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12576","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Don't judge a leader by their reluctance","authors":"Bahar Moraligil,&nbsp;Zeynep Aycan,&nbsp;Mustafa Özbilgin,&nbsp;Cihat Erbil","doi":"10.1111/1748-8583.12574","DOIUrl":"https://doi.org/10.1111/1748-8583.12574","url":null,"abstract":"<p>Organizations invest over $166 billion annually in high-potential employees (HiPos), yet many programs fail to identify the right candidates, with failure rates up to 40%. This study addresses the misrecognition of HiPos, focusing on reluctance to lead (RTL) as a key factor. RTL can lead to competent individuals being overlooked. Moderate RTL can enhance leadership by promoting power-sharing and follower self-leadership, which is characterized by humility and a servant mentality. This registered report investigates whether HR professionals' HiPo selection biases against RTL harm leader effectiveness through three studies. We will develop and validate an RTL scale (Study 1), investigate the impact of RTL on HiPo selection (Study 2), and examine the relationship between RTL and leadership effectiveness (Study 3). By understanding RTL's role in misrecognition and its association with effective leadership, this research aims to diversify the HiPo pool, support reluctant leaders' development, and promote diversity and inclusion in leadership selection.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"495-513"},"PeriodicalIF":5.4,"publicationDate":"2024-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12574","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Organizational predictors of employability and the moderating impact of boundaryless career attitude: A multi-wave study among Italian employees","authors":"Alessandro Lo Presti,&nbsp;Beatrice Van der Heijden,&nbsp;Assunta De Rosa","doi":"10.1111/1748-8583.12575","DOIUrl":"https://doi.org/10.1111/1748-8583.12575","url":null,"abstract":"<p>Drawing on the Resource-Based View (RBV) of the firm and the Human Resource Architecture (HRA) model, this study aimed to overcome the agency perspective in scholarly work on employability, and to extend prior research by considering the role of organizational resources and career attitudes for its development. In particular, we examined the mediating role of perceived organizational support for competency development (POSCD) on the association between (perceived) employability culture and self-perceived employability, also considering boundaryless career attitude (BCA) as a moderator. We sampled 422 Italian employees across two-time points over a period of four months, and we analyzed results by means of multi-group structural equation modeling. We found that POSCD fully mediated the association between (perceived) employability culture and self-perceived employability. As for moderation effects, the association from POSCD to employability was positive only at lower BCA values, impacting on the mediated effect of employability culture. Our findings contribute to the RBV of the firm by highlighting the importance of aligning the organizational culture with concrete actions (i.e., POSCD) to enhance employability. Moreover, by highlighting the moderating role of BCA, we contribute to the HRA model by suggesting that organizations should also take into account employees' differences as regards their career attitudes. As for the employability literature, we stressed the predictive role of contextual factors (e.g., POSCD) hence counterpoising the predominant agency perspective. Our study offers implications for HR practices, advocating tailored competency development that considers individual career attitudes and emphasizes the importance of developing an organizational culture that supports employee involvement and growth, hence suggesting that both horizontal and vertical integrations are needed for delivering beneficial HR bundles.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"476-494"},"PeriodicalIF":5.4,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12575","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143749877","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Neuronormativity as ignorant design in human resource management: The case of an unsupportive national context","authors":"Cihat Erbil,&nbsp;Mustafa F. Özbilgin,&nbsp;Nur Gündoğdu","doi":"10.1111/1748-8583.12573","DOIUrl":"10.1111/1748-8583.12573","url":null,"abstract":"<p>Neurodiversity refers to differences in how people's brains work. Reportedly, human resource functions lag behind scientific developments in offering inclusive design for neurodivergent individuals. Drawing on the sociology of ignorance, we examine mechanisms and forms of ignorant design based on a qualitative study with 20 HR professionals in a country with an unsupportive context for neurodivergence. We expand the literature on an ignorant design by identifying three mechanisms and seven forms of ignorance that shape neuronormative HR policies and practices, revealing that HR practices often marginalise neurodivergent individuals by not recognising their contributions, enforcing neurotypical standards, and maintaining a superficial approach to inclusion. Our findings underscore the need for substantial changes in HR policies and practices, such as involving neurodivergent individuals in policy design, providing comprehensive neurodiversity training for HR professionals, and adopting evidence-based and inclusive HR strategies. Further, a supportive national context is invaluable for neuroinclusion.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"454-475"},"PeriodicalIF":5.4,"publicationDate":"2024-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12573","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142267653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reflections on achieving anti-racism in organisations: The role of human resource management scholars and practitioners","authors":"Emmanuel Ogbonna","doi":"10.1111/1748-8583.12572","DOIUrl":"10.1111/1748-8583.12572","url":null,"abstract":"<p>In this article, I reflect on the role of human resource management (HRM [I acknowledge that HRM scholarship encompasses a wide range of researchers employing varying analytical and methodological lenses and that publish in an eclectic mix of journals within and outside the human resource management domain. However, although I draw from other journals and academies for illustrative purposes, this article focuses on the two journals that are most widely respected in the field (Human Resource Management Journal and Human Resource Management)] in the treatment of race and racism in organisations. I argue that the combined negative impacts of the brutal murder of George Floyd before a social media watching world and the strong evidence of negative racially disproportionate impacts of the coronavirus pandemic contributed to a collective moral outrage and provided an unprecedented catalyst and opportunity to tackle institutional racism. I provide a review of research interests to argue that HRM scholars and the business practitioners they commonly inform have not grasped this opportunity fully, in that the treatment of race remains inadequate and informed by an erroneous view of race as neutral and irrelevant in influencing organisational outcomes. I contend that this presents a danger that racism will continue to thrive. I argue that grasping this opportunity fully requires a rethinking of the approaches commonly adopted by HRM scholars and practitioners to acknowledge and embrace fully the significance of race (and anti-racism) in influencing organisational outcomes. I call for a reconsideration of key constructs, especially those that are implicated in racism (such as organisational culture and culture change) so that anti-racism is at the centre of HRM conceptualisations and organisational processes.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"428-453"},"PeriodicalIF":5.4,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12572","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Gender composition at work and women's career satisfaction: An international study of 35 societies","authors":"Jane L. Y. Terpstra-Tong,&nbsp;Len J. Treviño,&nbsp;Alara Cansu Yaman,&nbsp;Fabian Jintae Froese,&nbsp;David A. Ralston,&nbsp;Nikos Bozionelos,&nbsp;Olivier Furrer,&nbsp;Brian Tjemkes,&nbsp;Fidel León-Darder,&nbsp;Yongjuan Li,&nbsp;Pingping Fu,&nbsp;Mario Molteni,&nbsp;Ian Palmer,&nbsp;Zuzana Tučková,&nbsp;Erna Szabo,&nbsp;Gabrielle Poeschl,&nbsp;Martin Hemmert,&nbsp;María Teresa de la Garza Carranza,&nbsp;Satoko Suzuki,&nbsp;Narasimhan Srinivasan,&nbsp;Jaime Ruiz Gutiérrez,&nbsp;Antonin Ricard,&nbsp;Zoltan Buzady,&nbsp;Luis Sigala Paparella,&nbsp;Vik Naidoo,&nbsp;Maria Kangasniemi-Haapala,&nbsp;Tevfik Dalgic,&nbsp;Vojko Potocan,&nbsp;Yongqing Fang,&nbsp;Calvin Burns,&nbsp;Marian Crowley-Henry,&nbsp;Virginia Lasio Morello,&nbsp;Andre Pekerti,&nbsp;Shabnam Seyed Mehdi,&nbsp;Abdullah A. Aldousari,&nbsp;Maya Baltazar Herrera","doi":"10.1111/1748-8583.12570","DOIUrl":"10.1111/1748-8583.12570","url":null,"abstract":"<p>Drawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female-female supervisor-subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender-equality) institutions and informal cultural (gender-egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"397-427"},"PeriodicalIF":5.4,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12570","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Antecedents and outcomes of enabling HR practices: The paradox of consistency and flexibility","authors":"Jongwook Pak,&nbsp;Hossein Heidarian Ghaleh,&nbsp;Zhenzhong Ma,&nbsp;Muhammad Naseer Akhtar","doi":"10.1111/1748-8583.12571","DOIUrl":"10.1111/1748-8583.12571","url":null,"abstract":"<p>Reconciling competing demands for consistent HR implementation and providing individualized supervisor support to employees has always been a challenge in strategic human resource management. Given that there is burgeoning evidence that frontline managers (FLMs) are at the center of HR implementation, we examine how the organization helps FLMs reconcile demands for consistent HR implementation and deliver individualized support to those under their supervision. With the data from 181 FLMs and 311 employees reported to these FLMs, we find that FLMs' perceived enabling HR practices mediate the relationship between high-performance work systems and FLMs' willingness to be flexible (WTBF). Furthermore, WTBF mediates the relationship between FLMs' perceived enabling HR practices and consistent HR implementation and between FLMs' perceived enabling HR practices and employees' individualized support. Our study offers new insights by highlighting that an effective HR system is not merely improving FLMs' HR competency and knowledge but capturing FLMs' WTBF in carrying on a broad range of HR tasks. Furthermore, our study provides an expanded and novel understanding that FLMs will likely face two opposite HR tasks that coexist and should be dealt with simultaneously as a pair. We then discuss the theoretical and practical implications of our findings and suggest future research directions.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 2","pages":"371-396"},"PeriodicalIF":5.4,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12571","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142222678","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}