Human Resource Management Journal最新文献

{"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}

{"title":"Ethical Impact in HRM: Advancing Knowledge Production With Mode E","authors":"Laura Lamers","doi":"10.1111/1748-8583.70008","DOIUrl":"https://doi.org/10.1111/1748-8583.70008","url":null,"abstract":"<p>This article introduces Mode E, a heuristic for knowledge production in Human Resource Management (HRM) research that foregrounds ethical research impact. While current debates on knowledge production emphasize internal and external research impact through rigorous and relevant contributions to scholarship and practice, the ethical dimension of impact remains underexplored. What is lacking is a clear conceptualization of what constitutes ethical research impact and how to integrate it into knowledge production. This paper addresses this gap by offering Mode E as a sensitizing heuristic grounded in feminist theory, which supports researchers in reflecting on the ethical dimensions of impact-making. Anchored in reflection categories of power, context, and pluralism, Mode E enables a deeper engagement with ethicality across different aspects of research impact—both through the research outcomes and in the processes of knowledge production. This heuristic is applicable across research methods and paradigms, offering a tool for both scholars and practitioners to enhance the ethical impact of HRM scholarship.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"79-92"},"PeriodicalIF":6.2,"publicationDate":"2025-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145970161","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":"Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects","authors":"Yu Zheng,&nbsp;Meng Xing,&nbsp;Chris Smith,&nbsp;Ling Eleanor Zhang","doi":"10.1111/1748-8583.70007","DOIUrl":"https://doi.org/10.1111/1748-8583.70007","url":null,"abstract":"<p>This study examines variations in the post-repatriation employment outcomes of returnees from employer-administered cross-country assignments in a Chinese state-owned enterprise. Analysis of interviews and documents led us to question whether and how the repatriates, including individuals on continuous and temporary employment, made use of overseas assignments to improve employment conditions in an industrial sector characterised by employment fragmentation. Our findings highlight how transnational mobility contributes to improved employment conditions when they return to China. Working overseas allows workers to accumulate a significant proportion of their income, establish new social connections, and develop skills while abroad. The employer-administered cross-country assignment is a resource for the returnees, enabling them to navigate obstacles to mobility embedded in China's regulatory and normative institutions. The study contributes to international human resource management research by emphasising the interconnectedness of repatriation and expatriation through the lens of labour mobility.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"64-78"},"PeriodicalIF":6.2,"publicationDate":"2025-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145983765","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":"Toward Inclusive Green Human Resource Management: An Identity-Based Analytical Framework","authors":"Shuang Ren,&nbsp;Soumyadeb Chowdhury","doi":"10.1111/1748-8583.70004","DOIUrl":"https://doi.org/10.1111/1748-8583.70004","url":null,"abstract":"<p>The concept of green human resource management (HRM) has evolved significantly over the past decades, transitioning from isolated organizational practices to an integral part of strategic HRM systems aimed at environmental sustainability. However, despite the proliferation of green initiatives, employees often feel excluded from these efforts, as firms struggle to embed these practices across all levels of the workforce. We address this inclusivity gap by introducing an identity-based analytical framework for green HRM. By recognizing and integrating multiple social identities, such as self-identity, social identity, and nature-related identity, this framework provides a structured approach to understanding and enhancing inclusive green HRM practices. It highlights key mechanisms, including changing stereotypes, facilitating identity verification and identity complementarity, and building toward the common good. Recognizing the complexities of various diversity dimensions and their intersections, the paper offers a roadmap for organizations to tailor their green HRM practices effectively. Ultimately, this approach bridges the gap between green HRM scholarship and practical implementation, challenging existing limitations in GHRM practices and advancing an inclusive approach to embedding sustainability in the workplace.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"48-63"},"PeriodicalIF":6.2,"publicationDate":"2025-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145993974","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":"Disconnected Workers: Can Digital Voice Fill the Gap?","authors":"Senia Kalfa,&nbsp;Bora Kwon,&nbsp;Rea Prouska,&nbsp;Adrian Wilkinson","doi":"10.1111/1748-8583.70006","DOIUrl":"https://doi.org/10.1111/1748-8583.70006","url":null,"abstract":"<p>Employee voice research has traditionally focused on co-located, synchronous work environments, overlooking how voice is evolving in remote and hybrid settings, now a widespread reality in the post-pandemic workplace. In this conceptual paper, we examine how psychological, temporal, structural, and technological distance inherent in remote/ hybrid work create new barriers to employee voice. We explore the potential of digital platforms to bridge these barriers, while also highlighting how their limitations, especially when combined with remoteness, reshape both voice and silence. We make three key contributions. First, we argue that traditional direct voice mechanisms, built on assumptions of physical proximity and synchronous work, have significant limitations for remote/hybrid work contexts. In doing so, we extend voice scholarship by incorporating distance as a factor. Second, we problematise the boundaries between formal and informal voice that have shaped existing scholarship. Third, we contribute to the voice and silence literatures by identifying how digital voice architectures can unintentionally reinforce cultures of silence.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"32-47"},"PeriodicalIF":6.2,"publicationDate":"2025-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70006","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145970179","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":"Calling the Shots: Senior Manager Gender, Risk, and Organizational Performance in Different Strategic Decision-Making Contexts","authors":"Len J. Treviño,&nbsp;Luis R. Gómez-Mejia,&nbsp;Steven B. Caudill,&nbsp;Claudio Detotto,&nbsp;Franklin G. Mixon Jr.,&nbsp;Josh Keen","doi":"10.1111/1748-8583.70005","DOIUrl":"https://doi.org/10.1111/1748-8583.70005","url":null,"abstract":"<div>\u0000 \u0000 <p>We develop new theory on when and why the greater risk aversion often observed in female managers enhances or hinders organizational performance. Our framework centers on the alignment between cognitive propensities and the duration of the decision-making task cycle. We argue that female managers' risk aversion enhances performance in contexts with ample time for deliberation, but dampens performance in contexts requiring rapid decisions. Consistent with this theory, analysis of archival data from 135 NCAA Division I women's basketball teams reveals that female head coaches outperform their male counterparts on long-cycle decision tasks (e.g., recruiting), where time for decision-making is ample. Conversely, male head coaches outperform on short-cycle decision tasks (e.g., in-game decisions), where time is limited, even after adjusting for the quality of human capital available.</p>\u0000 </div>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"13-31"},"PeriodicalIF":6.2,"publicationDate":"2025-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145969802","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":"Practitioner Experiences With Digitalization in Human Resource Management","authors":"Thomas M. Begley,&nbsp;Peter Dominick,&nbsp;Dimitra Iordanoglou,&nbsp;Theano Lianidou,&nbsp;Marc Marchese,&nbsp;Gregory P. Prastacos","doi":"10.1111/1748-8583.70002","DOIUrl":"https://doi.org/10.1111/1748-8583.70002","url":null,"abstract":"<div>\u0000 \u0000 <p>This paper examines a knowledge gap regarding how HR practitioners experience the implementation of significant changes to policies and practices within their own function. It focuses on the challenges created by attempts to apply digital technologies to within-HR activities. Coding transcripts from semi-structured interviews with practitioners, we found support for a model of HR digitalization that relates the components of technology implementation, that is, technology, organization, and people (TOP), to its operational, strategic alignment, and strategic integration consequences. We also found that each of seven HR subfunctions uses different technologies to digitalize and at different paces of implementation, that we can array HR subfunctions along a continuum of consequences as they digitalize, and that technology implementation advances dynamically as it iterates over time through cycles of development and adjustment.</p>\u0000 </div>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 4","pages":"1078-1094"},"PeriodicalIF":6.2,"publicationDate":"2025-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426211","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":"Configurations of Work Design: A Person-Centered Perspective of Job Demands and Resources in the Healthcare Sector","authors":"Arian Kunzelmann,&nbsp;Mina Askovic,&nbsp;Vivien W. Forner,&nbsp;Nate Zettna,&nbsp;Anupama Jolly,&nbsp;Shanta Dey,&nbsp;Helena Nguyen,&nbsp;Anya Johnson,&nbsp;Sharon K. Parker","doi":"10.1111/1748-8583.70001","DOIUrl":"https://doi.org/10.1111/1748-8583.70001","url":null,"abstract":"<p>Work design is fundamental Human Resource Management (HRM) responsibility, which is crucial for employee well-being. Current HRM research on work design largely relies on variable-centered approaches. We argue that a person-centered approach uncovers more complex interaction patterns that are often obscured and provides a more holistic view of work design. Additionally, work design research often neglects occupational specificity, focusing on universal work characteristics. While this is important for generalizability, it can miss important industry and occupational variations, such as in healthcare. In this research, we focus on both universal work characteristics (feedback, autonomy, and support) and a dominant occupation-specific work characteristic in healthcare, emotional demands. Results from Latent Profile Analysis (LPA; <i>N</i> = 1344, 88.7% female) revealed four profiles of work design: <i>Active</i> (moderate demands, high resources)<i>, Moderately Active</i> (moderate resources, moderate demands)<i>, Moderate Strain</i> (low resources, moderate demands), and <i>High Strain</i> (low resources, high demands). Healthcare workers in the <i>Active</i> profile reported the highest thriving, followed by the <i>Moderately Active</i>, <i>Moderate Strain</i>, and <i>High Strain</i> profiles. The <i>High Strain</i> profile showed the highest burnout, followed by the <i>Moderate Strain</i> profile. The <i>Moderately Active</i> and the <i>Active</i> profiles did not differ in their burnout. Workers with supportive leadership were more likely to be in the <i>Active</i> profile, whereas those with precarious contracts were more likely to be in the <i>High Strain</i> profile. This study contributes to contemporary HRM research by accounting for the complex interplay of work characteristics that are associated with different types of well-being in healthcare and provides guidance for HR practitioners about work design profiles that are most impactful for well-being.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"36 1","pages":"1-12"},"PeriodicalIF":6.2,"publicationDate":"2025-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145969804","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":"Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue","authors":"Anna Katharina Bader,&nbsp;Lena Knappert,&nbsp;Mila Lazarova,&nbsp;Eddy Ng","doi":"10.1111/1748-8583.70000","DOIUrl":"https://doi.org/10.1111/1748-8583.70000","url":null,"abstract":"<p>Achieving gender equality remains a pressing global challenge. In response, many organizations and multinational enterprises (MNEs) have adopted gender diversity management (GDM)—human resource practices aimed at promoting gender equity and equality in the workplace. While prior research highlights the importance of institutional context in shaping the implementation and outcomes of GDM, there is limited understanding of how to contextualize and implement these practices effectively across diverse national settings. In this this editorial, we first review existing research in three key areas: (1) the transfer of GDM practices across MNEs, (2) the gender composition of MNEs’ top management teams, and (3) comparative studies of GDM. Our analysis underscores the limitations of universal, “one-size-fits-all” approaches and emphasizes the need for context-sensitivity. In this context, we then introduce the contributions to the Special Issue. Together, these articles advance our understanding of the complex interplay between organizational practices and local norms in shaping GDM implementation and outcomes. Finally, we outline research directions that can help propel future work, including the need for a deeper understanding of MNEs’ motivations for engaging in GDM, the positioning of gender within broader diversity agendas, and the implications of growing anti-DEI sentiment.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 4","pages":"1064-1077"},"PeriodicalIF":6.2,"publicationDate":"2025-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.70000","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426011","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}