Human Resource Management Journal最新文献

{"title":"Unraveling the Relationship Between High-Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate","authors":"Alexandros Papalexandris","doi":"10.1111/1748-8583.12581","DOIUrl":"https://doi.org/10.1111/1748-8583.12581","url":null,"abstract":"<p>This study develops a multilevel moderated mediation model to explore the relationship between high-performance work systems (HPWS) and team performance. Adopting a dialectical view of the effects of HPWS, it posits a dual -positive and negative- path between HPWS and team performance, which is jointly mediated by group coordination and relationship conflict. Furthermore, it theorizes that a competitive team climate can significantly influence these relationships. The proposed research model was tested using multisource data from a sample of 503 team members and 125 team managers from 58 firms. The results revealed that HPWS are positively associated with both group coordination and relationship conflict, and that both these relationships are moderated by a competitive team climate. This study contributes to the strategic human resource management literature by revealing that HPWS can be associated with team performance through both positive and negative intermediary mechanisms, and that team climate constitutes an important boundary condition that can amplify and inhibit the effect of HPWS on team performance.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 3","pages":"577-590"},"PeriodicalIF":5.4,"publicationDate":"2024-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12581","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144573852","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 Career Ecosystem Perspective on Societal and Organizational Characteristics and Careers to the Top in Higher Education","authors":"Katja Dlouhy,&nbsp;Torsten Biemann,&nbsp;Yehuda Baruch","doi":"10.1111/1748-8583.12580","DOIUrl":"https://doi.org/10.1111/1748-8583.12580","url":null,"abstract":"<p>The context in which careers develop is attracting increasing scholarly attention. Building on career ecosystem theory, we examine how societal and organizational actors within career ecosystems influence the development of careers. In our study of university leaders in 60 countries, we find that career trajectories are more similar within than across countries and that the overall organizational context relates to the similarity of career trajectories within the career ecosystem. We identify six distinct career patterns to the top of organizations within the ecosystem of higher education (e.g., ‘university president’ or ‘rector’). Furthermore, we identify several societal and organizational characteristics that are related to the prevalence of specific career patterns. Key findings include that academic leaders' careers tend to follow career patterns within the same organization in countries with low power distance, low labour market flexibility and low meritocracy, as well as in universities with less research focus. Our findings add to the literature on career ecosystems and advance the understanding of career paths to the top of organizations, using the case of academic careers.</p>","PeriodicalId":47916,"journal":{"name":"Human Resource Management Journal","volume":"35 3","pages":"561-576"},"PeriodicalIF":5.4,"publicationDate":"2024-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1748-8583.12580","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144573903","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":"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}