Human Resource Management Journal最新文献

{"title":"The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science","authors":"Robert Andersen","doi":"10.1111/1748-8583.70019","DOIUrl":"https://doi.org/10.1111/1748-8583.70019","url":null,"abstract":"<div>\u0000 \u0000 <p><i>Human Resource Management Journal</i> is expanding the scope of registered reports to encompass all forms of empirical research in human resource management, regardless of data type or methodological approach. This editorial explains the rationale for this change. I begin by defining registered reports and tracing their origins. I then argue that academia's prevailing “publish or perish” culture has significantly eroded public confidence in science. The pressure to publish has fostered questionable research practices and diminished the overall quality of scholarship across disciplines, including management and business studies. I contend that registered reports—particularly in their expanded form—help guard against many of these practices and promote greater integrity in research. I conclude by offering practical guidance on how to construct a registered report.</p>\u0000 </div>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 2","pages":"231-235"},"PeriodicalIF":6.2,"publicationDate":"2026-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147696334","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":"Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors","authors":"Eva Herman,&nbsp;Jill Rubery,&nbsp;Gail Hebson","doi":"10.1111/1748-8583.70016","DOIUrl":"https://doi.org/10.1111/1748-8583.70016","url":null,"abstract":"<p>Contrary to HRM's prevailing view that low wage work is routine and not requiring specific HR strategies, this study reveals how employers within low wage sectors pursue active and diverse strategies to segment the labour force and shape the work package. By applying and extending the job queues/labour queues framework to two case studies (an hotel and a residential care facility), we show that contracts and conditions are influenced not only by operational and competitive considerations but also, importantly, by employers' control strategies and tools, including contract form. The hotel's enforced new recruitment strategies following the Brexit vote led to contract changes that were informed and legitimised by the employer's stereotyped perceptions of their targeted workforce group's behavioural characteristics. Furthermore, regular contracts in care and salaried contracts in the hotel were converted into precarious work by requiring acceptance of long or varied hours for low pay. Far from being routine, control and hiring strategies in low wage sectors are complex and dynamic but still constitute different ways of extracting maximum labour for little cost. Consequently they also often fail to deliver on all employer objectives.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 2","pages":"181-191"},"PeriodicalIF":6.2,"publicationDate":"2026-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147696361","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":"Enhancing HR Research Through an Indigenous Centred Research Approach","authors":"Jarrod Haar","doi":"10.1111/1748-8583.70020","DOIUrl":"https://doi.org/10.1111/1748-8583.70020","url":null,"abstract":"<div>\u0000 \u0000 <p>Scientific research within the human resource (HR) field needs improvements and fresh thinking to ensure under-represented communities are better represented in HR research. The present paper utilises Indigenous wisdom and Indigenous methodological approaches to advance people-centric HR research. Māori are the Indigenous people of Aotearoa/New Zealand, and <i>kaupapa</i> (philosophy; Māori ideology) Māori research methodology refers to a Māori way of doing research. This paper broadens this approach to HR research, especially focused on under-represented populations, offering an <i>Indigenous Centred Research</i> approach to highlight how Indigenous inspired methods might enhance HR research experiences for under-represented populations. An Indigenous Centred Research approach is centred on researchers developing relationships with underrepresent communities, engaging stakeholders to ground the research focus, and co-create research questions to provide valuable insights. This approach embraces Indigenous insights when researching communities. This paper argues an Indigenous Centred Research approach might enhance HR research especially at a time when impact and societal differences are gaining additional prominence in the HR and wider academe. This paper outlines researcher guidelines exploring stages of the process. Examples of appropriate ways of conducting it are provided, highlighting the benefits for researchers and researched communities.</p>\u0000 </div>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 2","pages":"236-251"},"PeriodicalIF":6.2,"publicationDate":"2026-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147696400","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":"Frontline Managers' Calling, Balancing Act in HR Implementation, and Team Performance: An Empirical Examination","authors":"Jongwook Pak,&nbsp;Hossein Heidarian Ghaleh,&nbsp;Muhammad Naseer Akhtar,&nbsp;Shazaib Butt,&nbsp;Richard Courtney,&nbsp;Usman Talat","doi":"10.1111/1748-8583.70024","DOIUrl":"https://doi.org/10.1111/1748-8583.70024","url":null,"abstract":"<p>Frontline managers' (FLMs) involvement in HR execution has been proven imperative for an effective HR system. It is unclear, however, <i>how</i> FLMs can reconcile competing pressures for HR consistency versus idiosyncratic HR implementation (i.e., HR I-deals) and demonstrate a balanced HR enactment. Surprisingly, corresponding empirical studies are rare, offering scarce insights into FLMs' HR implementation behaviour. In response, we propose that FLMs' <i>calling</i> can predict their <i>balancing act in</i> HR <i>implementation</i> through the mediating link of <i>instrumentality in</i> HR <i>involvement.</i> We also hypothesised that a positive two-way interaction between HR consistency and HR I-deals has a strong effect on team performance. Conducting a time-lagged study and collecting data in two waves from 71 teams in the banking sector, we found support for our theoretical predictions. Our study contributes to the field on several fronts. We cast light on FLMs' rationale and motivation for HR involvement, demonstrating that FLMs have valid reasons to undertake HR responsibilities. Our investigation into the mediating role of FLMs' instrumentality in HR involvement reveals that FLMs view HR duties as a core part of their job, rather than a barrier to their operational priorities, allowing them to pursue self-fulfilment while serving their team. Moreover, we challenge the exclusive pursuit of either HR consistency or HR I-deals. We present evidence that both coexist and generate synergy in enhancing team performance. We discuss further implications of our study and offer avenues for future research.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 2","pages":"331-344"},"PeriodicalIF":6.2,"publicationDate":"2026-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70024","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147696265","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":"Wearable Devices Methodology: Opportunities and Challenges in Human Resource Management","authors":"Sebastiano Massaro,&nbsp;Trevor Yu Kang Yang,&nbsp;Georgios Christopoulos","doi":"10.1111/1748-8583.70014","DOIUrl":"https://doi.org/10.1111/1748-8583.70014","url":null,"abstract":"<p>This article establishes the foundations and explains the opportunities and challenges of integrating wearable devices methodology into Human Resource Management (HRM) research and practice. Wearables have recently emerged as ubiquitous tools that can unobtrusively collect real-time, objective, continuous data on various aspects of employees' states, behaviors, and interactions, offering unprecedented insights into the workforce. We present a systematic approach to understanding the key features of wearables and highlight the benefits they bring to HRM. Concurrently, we discuss issues related to data governance and ethical considerations, proposing strategies to address them. By utilizing the ability-motivation-opportunity (AMO) model of HRM, we provide examples of relevant HR-related topics that can benefit from wearables, including well-being and workplace stress, among others. We conclude with future avenues for scholars and professionals seeking to leverage this methodology to advance research and practice.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"158-177"},"PeriodicalIF":6.2,"publicationDate":"2025-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145964440","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":"Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi-Experimental Study in Aged Care","authors":"Jane X. Y. Chong,&nbsp;Daniela M. Andrei,&nbsp;Madison C. Kho,&nbsp;Lucinda J. Iles,&nbsp;Sharon K. Parker,&nbsp;Hayley I. Moore","doi":"10.1111/1748-8583.70012","DOIUrl":"https://doi.org/10.1111/1748-8583.70012","url":null,"abstract":"<p>Extensive research on work design indicates that high job demands undermine employee well-being, yet few empirical studies have focused on interventions that directly reduce job demands. This paper reports on a quasi-experimental field study evaluating the effects of a work redesign intervention aimed at reducing employees' job demands in the high demand sector of aged care. Two residential aged care facilities from an Australian not-for-profit aged care organization comprised the intervention group and two similarly sized facilities comprised the comparison group, who underwent no intervention. Drawing on well-being and involvement HRM theories, the intervention featured a participatory approach that actively involved frontline workers in identifying sources of high demands and providing work redesign solutions to be implemented by management. During the study, changes in national funding policy resulted in an increase in staffing across all facilities. However, results showed that intervention facilities experienced a statistically significant reduction in employee-reported time pressure and emotional demands whereas no such changes occurred in the comparison facilities. There were also indications of a reduction in leave without pay, although no clear impact on turnover or well-being. The results highlight the value of participatory work redesign as a viable and theory driven HRM strategy for improving employee outcomes in demanding service and health care environments, over and above increasing staff numbers.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"143-157"},"PeriodicalIF":6.2,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145964296","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":"The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID-19","authors":"Peter Holland,&nbsp;Hannah Meacham,&nbsp;Nadia Kougiannou,&nbsp;Patricia Pariona-Cabrera,&nbsp;Haiying Kang,&nbsp;Tse Leng Tham","doi":"10.1111/1748-8583.70013","DOIUrl":"https://doi.org/10.1111/1748-8583.70013","url":null,"abstract":"<p>Little research has been undertaken on one of the largest and, arguably, critical workforces in the health sector—Allied Health (AH) professionals. These professionals encompass a diverse range of healthcare experts, including radiographers, psychotherapists, and occupational therapists (excluding doctors, nurses, and paramedics), and they are frequently deployed in hospital settings as part of multidisciplinary teams. As such this research explores the impact on workload on this highly integrated group and their ability to work effectively. Through an online survey with both closed and open-ended questions, this study investigates the impact of increased workload on employee silence and its potential adverse effects on engagement and the intention to leave of this critical workforce - allied health professionals. The survey sample consisted of 1160 participants, including radiographers, psychotherapists, and occupational therapists, with 334 participants providing comments in the open-ended questions. We discovered that trust in management significantly moderates the detrimental effects of workloads on these variables, particularly the intention to leave. The findings of this research contribute to the human resource management (HRM) literature in two significant ways. First, our study enhances the employee silence literature by addressing issues under management's purview for control and change. Second, it advances our understanding of protective resources that can mitigate the negative consequences of workloads on employee silence, thereby bolstering engagement and retention intentions. It is important for an HRM audience as we argue that perceived workload expectations impact employee voice systems negatively where there is an erosion of trust with management. However, by building trust through open communication and feedback, HRM can decrease AH professionals' intention to leave.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"128-142"},"PeriodicalIF":6.2,"publicationDate":"2025-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70013","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145983844","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":"Reinvigorating the Micro Foundations of Human Resource Management (HRM): A Narrative Review","authors":"Yasin Rofcanin,&nbsp;Pawan Budhwar","doi":"10.1111/1748-8583.70011","DOIUrl":"https://doi.org/10.1111/1748-8583.70011","url":null,"abstract":"","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"121-127"},"PeriodicalIF":6.2,"publicationDate":"2025-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145969753","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":"Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement","authors":"Sait Gürbüz,&nbsp;Arnold B. Bakker,&nbsp;Evelien P. M. Brouwers","doi":"10.1111/1748-8583.70010","DOIUrl":"https://doi.org/10.1111/1748-8583.70010","url":null,"abstract":"<p>Drawing on the ability–motivation–opportunity (AMO) model and proactivity literature, this study tested a sequential mediation model linking opportunity-enhancing HR practices (OEHRPs) to employee task performance via proactive work behaviors and work engagement. To test our hypotheses, we gathered data from a representative sample of 362 Dutch employees across diverse occupational sectors in four waves. The results of regression path models revealed that when employees perceived a high level of OEHRPs, they were more motivated to craft their jobs and employ their inherent strengths. Furthermore, we found that OEHRPs were positively associated with task performance, first through job crafting and strengths use, and subsequently through work engagement. These findings advance the AMO model by demonstrating how OEHRPs operate through proactive pathways to boost employee effectiveness, offering practical guidance for organizations seeking to enhance performance through employee initiative and engagement.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"106-120"},"PeriodicalIF":6.2,"publicationDate":"2025-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145970182","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":"The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria","authors":"Julia Brandl,&nbsp;Michael Schiffinger,&nbsp;Sabine Boesl,&nbsp;Lisa Maria Marchl","doi":"10.1111/1748-8583.70009","DOIUrl":"https://doi.org/10.1111/1748-8583.70009","url":null,"abstract":"<p>The adoption of unitarism in human resource management (HRM) education remains little understood, especially in countries with corporatist traditions for managing work and employment issues. We use a mixed-methods approach to explain why teachers deliver unitarist courses in Austria. The quantitative analysis of 452 course descriptions from 27 higher education providers highlights the relevance of the institutional setting for the course frame and shows that unitarism is particularly common in <i>Fachhochschulen</i> (universities of applied science) compared to universities. Subsequent ethnographic research reveals two ways how institutional settings drive teachers' personal decisions for unitarist teaching. In <i>Fachhochschulen</i>, unitarism results from compliance with management pressures and external governance. In universities, unitarism is a by-product of prioritizing scientific reputation and coping with administrative burden. We conclude that in Austria, despite its corporatist tradition, deregulation in the higher education sector facilitates unitarism in HRM education, especially through the creation of <i>Fachhochschulen</i>.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"93-105"},"PeriodicalIF":6.2,"publicationDate":"2025-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145964304","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}