Human Resource Management Journal最新文献

{"title":"Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT","authors":"Pawan Budhwar,&nbsp;Soumyadeb Chowdhury,&nbsp;Geoffrey Wood,&nbsp;Herman Aguinis,&nbsp;Greg J. Bamber,&nbsp;Jose R. Beltran,&nbsp;Paul Boselie,&nbsp;Fang Lee Cooke,&nbsp;Stephanie Decker,&nbsp;Angelo DeNisi,&nbsp;Prasanta Kumar Dey,&nbsp;David Guest,&nbsp;Andrew J. Knoblich,&nbsp;Ashish Malik,&nbsp;Jaap Paauwe,&nbsp;Savvas Papagiannidis,&nbsp;Charmi Patel,&nbsp;Vijay Pereira,&nbsp;Shuang Ren,&nbsp;Steven Rogelberg,&nbsp;Mark N. K. Saunders,&nbsp;Rosalie L. Tung,&nbsp;Arup Varma","doi":"10.1111/1748-8583.12524","DOIUrl":"10.1111/1748-8583.12524","url":null,"abstract":"<p>ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well-being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"33 3","pages":"606-659"},"PeriodicalIF":5.5,"publicationDate":"2023-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12524","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47019247","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":"Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices","authors":"Mengwei Li,&nbsp;Na Fu,&nbsp;Clint Chadwick,&nbsp;Brian Harney","doi":"10.1111/1748-8583.12527","DOIUrl":"10.1111/1748-8583.12527","url":null,"abstract":"<p>In the strategic HR literature, current empirical results on the relationship between HR practices and employee wellbeing are mixed and contradictory. Based on the job resources and demands model and the fine-tuned challenge-hindrance demands framework, we propose that an important reason lies in the lack of attention paid to the different characteristics of HR practices. HR practices can serve as either job resources or challenge demands to employees, thereby having differential effects on the psychological, physical, and social dimensions of wellbeing. We integrate a measure of challenge demand (including time pressure and workload) as a mediator to further reveal how these different categories of HR practices influence employee wellbeing. Using structural equation modeling in a dataset of 4823 individual workers from a National Workplace Survey of Employees conducted in Ireland, we find that job resource HR practices are positively associated with all three dimensions of wellbeing both directly and indirectly, while challenge demand HR practices are positively associated with psychological wellbeing but negatively associated with physical wellbeing and social wellbeing primarily through the mediating effect of time pressure and workload. These findings point to important variable relationships, reinforcing the need to untangle the HRM employee wellbeing relationship beyond aggregated and uniform HRM-wellbeing assertions.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 1","pages":"214-235"},"PeriodicalIF":5.5,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12527","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41751988","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":"Mick Marchington and his contributions to human resource management","authors":"Adrian Wilkinson,&nbsp;Pawan Budhwar,&nbsp;Geoff Wood","doi":"10.1111/1748-8583.12525","DOIUrl":"10.1111/1748-8583.12525","url":null,"abstract":"<p>Mick Marchington's contributions to the field of human resource management (HRM) was considerable through his leadership, teaching and research. In the research arena he made significant contributions to the topics of employee voice, participation, and involvement as well as the future of work. A common thread to his research concerned humanising management and HRM through a pluralist value system. In this article we summarise his key contributions.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"33 3","pages":"533-538"},"PeriodicalIF":5.5,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12525","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42827176","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":"A conceptual framework of the perceived marketability of independent professionals","authors":"Koustab Ghosh,&nbsp;Anthony McDonnell,&nbsp;Ayesha Irum","doi":"10.1111/1748-8583.12520","DOIUrl":"10.1111/1748-8583.12520","url":null,"abstract":"<p>Independent professionals represent a highly skilled contractual based workforce. In this paper, we propose a conceptual framework that explains the career construction mechanism of independent professionals. Specifically, we theorize that their boundaryless career orientation favorably influences the perception of their marketability via their involvement in career construction activities. Additionally, we elucidate the intervening role of their career competencies, physical and psychological mobility in augmenting or dampening perceived marketability as a career outcome. Differing to traditionally employed professionals, we argue that independent professional careers can be better explained conjointly, rather than separately, by boundaryless career theory and career construction theory. This paper has practical relevance in highlighting the significance of career construction activities by independent professionals for achieving positive career outcomes while pursuing a boundaryless career.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 1","pages":"197-213"},"PeriodicalIF":5.5,"publicationDate":"2023-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12520","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43293726","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":"Is Chief Executive Officer optimistic belief bad for workers? Evidence from corporate employment decisions","authors":"Hang Le,&nbsp;Ishrar Kibria,&nbsp;Kun Jiang","doi":"10.1111/1748-8583.12521","DOIUrl":"https://doi.org/10.1111/1748-8583.12521","url":null,"abstract":"<p>Using a behavioural approach, we investigate how Chief Executive Officer optimism, defined as a personality trait where a person has optimistic beliefs about the outcome of future events, influences corporate employment decisions. Using data of publicly traded firms in the U.S. from 1995 to 2017, we show that firms with optimistic CEOs have higher employment growth and exhibit less pronounced employment sensitivity to declining sales than firms with non-optimistic CEOs do. We also find that the impact of optimistic CEOs on employment decisions is larger in financially constrained firms. We deal with potential endogeneity issues with the entropy balancing method, propensity score matching and two-stage least squares regression. Our findings have important implications for the design and implementation of Human Resource Management policies.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"33 3","pages":"748-762"},"PeriodicalIF":5.5,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12521","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50143584","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":"Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective","authors":"Abubakr Saeed,&nbsp;Hammad Riaz,&nbsp;Safa Riaz","doi":"10.1111/1748-8583.12522","DOIUrl":"10.1111/1748-8583.12522","url":null,"abstract":"<p>Numerous studies have documented the existence of legitimacy challenges that emerging markets multinational enterprises (EMNEs) face in foreign markets due to their national origin. However, there is limited understanding of the EMNEs' strategic responses to offset these country-of-origin related disadvantages. In this study, we conceptualize gender diversity management (GDM) as a strategic response of EMNEs to mitigate the legitimacy challenges in developed countries. Specifically, we argue that emerging markets firms increase women's representation in top management teams to overcome the liability of origin. We use legitimacy perspective to examine the effect of pervasiveness of institutional voids in emerging markets on women's representation in top management teams of EMNEs. Based on subsidiary-level panel data of EMNEs from 20 emerging markets operating in developed countries from 2010 to 2019, our results show strong and robust evidence indicating that the pervasiveness of institutional voids at home is positively related to women's representation in top management teams of emerging markets firms. Additional analyses demonstrate that duration in the foreign market, market-seeking intent, and state ownership further magnify this effect. These findings, besides significantly adding to the international human resource management literature, have managerial implications.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 3","pages":"708-732"},"PeriodicalIF":5.4,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47989685","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":"Financialisation and the management of people: Are leveraged buyouts bad for intrinsic job quality?","authors":"Kim Hoque,&nbsp;Nick Bacon,&nbsp;Muhammad Umar Boodoo,&nbsp;Mike Wright","doi":"10.1111/1748-8583.12509","DOIUrl":"10.1111/1748-8583.12509","url":null,"abstract":"<p>This paper provides the first nationally representative assessment of intrinsic job quality in leveraged buyouts (LBOs). We propose a workforce re-contracting perspective, which views LBOs as having negative implications for some aspects of intrinsic job quality (job demands) but positive implications for others (job resources), and employee wellbeing and affective outcomes that are no different than in comparable non-LBOs. Our empirical findings support this perspective. Nevertheless, we find some evidence that certain LBO types have more negative implications for specific elements of intrinsic job quality than others. However, our overall findings contribute towards studies suggesting that the impact of LBOs on employees is modest, while also highlighting the varying implications of different LBO types for employees.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"33 3","pages":"728-747"},"PeriodicalIF":5.5,"publicationDate":"2023-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12509","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43587435","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":"Organisational voice and employee-focused voice: Two distinct voice forms and their effects on burnout and innovative behavior","authors":"Helen Shipton,&nbsp;Nadia Kougiannou,&nbsp;Hoa Do,&nbsp;Amirali Minbashian,&nbsp;Nik Pautz,&nbsp;Daniel King","doi":"10.1111/1748-8583.12518","DOIUrl":"10.1111/1748-8583.12518","url":null,"abstract":"<p>Scholars and practitioners have long emphasised the importance of employees speaking up about workplace issues. Yet, voice research remains divided on fundamental questions such as underlying purpose. Drawing on the Job Demands-Resources Model, this study offers an integrative perspective, building on the idea that the interests of employees and managers are distinct concerning the purpose of voice. This article draws on responses from a cross-sectional national online survey distributed by YouGov, with a survey design that ensured that only those employed within an organisational setting with a reporting structure would be included in the data. The sample size used for the analysis (<i>N</i> = 1858) was representative of the UK workforce regarding gender, full- or part-time work status, organisation size and industry. The exploratory and confirmatory factor analysis provides empirical evidence of two alternative and distinct voice forms: organisational and employee-focused. Results show that while organisational voice is associated with significantly higher innovative behaviour and higher levels of burnout, employee-focused voice is significantly and negatively associated with employee burnout. Lastly, our analysis reveals that while the total effect of organisational voice on burnout is positive, employee-focused voice, partially mediating the organisational voice-burnout relationship, exerts a countervailing effect, lowering burnout. Accordingly, organisations are advised to promote both voice forms, given their unique, positive effects, first on the employee (ameliorating burnout) and second on strategically important outcomes (innovative behaviours). Implications for theory and practice are discussed.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 1","pages":"177-196"},"PeriodicalIF":5.5,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12518","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46785382","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":"Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective","authors":"Mingyan Han,&nbsp;Maolong Zhang,&nbsp;Enhua Hu,&nbsp;Hongmei Shan","doi":"10.1111/1748-8583.12519","DOIUrl":"10.1111/1748-8583.12519","url":null,"abstract":"<p>Given its importance to organizational development, interest in exploring the antecedents of employee proactive behavior has grown exponentially. Moving beyond the traditional managerial mindset, we highlight the role of Chinese enterprise union practices in fueling proactive behavior. Drawing on the conservation of resources theory, we argue that Chinese enterprise union practices can exert a downward influence on proactive behavior, and critically, this cross-level effect can be accounted for through perceived insider status and affective commitment. Multilevel structural equation modeling based on a sample of 433 employees from 43 enterprises supported the hypotheses. This study responds to previous calls for action to commence a multidisciplinary perspective to explore predictors of proactive behavior, and contributes to a deeper understanding of the distinctive characteristics and unique effects of trade unions in China. It also presents implications for broader union research and workplace partnership initiatives aimed at promoting better labor relationships.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 1","pages":"158-176"},"PeriodicalIF":5.5,"publicationDate":"2023-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42730765","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":"Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis","authors":"Stewart Johnstone","doi":"10.1111/1748-8583.12512","DOIUrl":"10.1111/1748-8583.12512","url":null,"abstract":"<p>In just over a decade two global crises have created significant instability across the world and plunged many national economies into recession. While studies of HRM during economic downturns are limited, the global impact of COVID-19 on employment adds impetus to the debate. Though downsizing and mass layoffs attract most attention, redundancies are just one potential response to challenging economic conditions, and various other employment adjustments might be viewed as complements or alternatives to workforce reductions. However, little is known about the implementation of HR practices or enactment of HR strategies during recession. Drawing upon 56 in-depth interviews, this article presents three case studies of recessionary restructuring in British manufacturing firms. The cases share a concern with mitigating redundancies and highlight the importance of actor agency as well as institutional and organisational context in shaping restructuring outcomes. The article contributes to HR theory regarding HRM in recession and employment restructuring.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"34 1","pages":"138-157"},"PeriodicalIF":5.5,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12512","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44606229","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}