Human Resource Management Review最新文献_第8页

A network approach to work-family conflict 解决工作与家庭冲突的网络方法

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100943

Marcello Russo, Gabriele Morandin

{"title":"A network approach to work-family conflict","authors":"Marcello Russo, Gabriele Morandin","doi":"10.1016/j.hrmr.2022.100943","DOIUrl":"10.1016/j.hrmr.2022.100943","url":null,"abstract":"<div><p>Most human behaviours, including those instrumental for reducing Work–Family Conflict (WFC), take place in the context of social relationships. However, the role of social networks in an individual's WFC goal pursuit process has not received sufficient attention, as most current research is dominated by an agentic perspective that argues that individuals possess the capabilities to change the demands and resources associated with their roles freely. We believe that the reality faced by many workers is more composite, as the various work and family stakeholders present in an individual's network can create significant constraints and opportunities that are capable of inhibiting or enhancing their agency. In this paper, we aim to examine how the ecosystem of network relationships in an individual’ social network can influence his or her overall capability to minimise WFC. Building on insights from dynamic network theory, a recently introduced framework in the social network literature, we propose a conceptual model that explains the specific roles that work and family stakeholders (i.e., supporters, preventers, resistors, reactors, negators, interactants, or observers) can assume with respect to goal strivers' attempts to manage WFC. Building on prior work-family and social network research, we illustrate how two characteristics of the network in which an individual is embedded (i.e., centrality and density) can shape the magnitude of social network influence on WFC. Implications for theory and practice are also discussed.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"33 2","pages":"Article 100943"},"PeriodicalIF":11.4,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44807184","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Gaining feedback acceptance: Leader-member attachment style and psychological safety 获得反馈接受:领导成员依恋类型与心理安全

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2023.100953

Manuel London , Judith Volmer , Jetmir Zyberaj , Avraham N. Kluger

{"title":"Gaining feedback acceptance: Leader-member attachment style and psychological safety","authors":"Manuel London , Judith Volmer , Jetmir Zyberaj , Avraham N. Kluger","doi":"10.1016/j.hrmr.2023.100953","DOIUrl":"10.1016/j.hrmr.2023.100953","url":null,"abstract":"<div><p>This conceptual article develops a model of how attachment style affects how leaders give feedback and members' react to it. Drawing on attachment theory, we propose that leaders whose trait attachment style is grounded in a desire for security are likely to deliver feedback that is constructive—that is, specific, frequent, timely, behavioral, and future-focused expressed in a way that establishes psychological safety. Leaders who have an anxious attachment style do not want to give members unfavorable feedback that may cause a negative reaction. Leaders who avoid attachment are likely to present little feedback or present unfavorable feedback in a manner that is not constructive—potentially blunt and ego-threatening. Our model also predicts that team members' trait attachment style influences their feedback acceptance mediated by their feelings of psychological safety, with secure attachment style members benefiting most from constructive feedback. Further, we consider how the match (or mismatch) in attachment style between the leader and member influences their reactions to each other as the leader offers feedback and the member reacts. This has implications for assessing the fit between the leader's and team member's attachment styles and designing HR interventions for more constructive feedback and positive reactions.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"33 2","pages":"Article 100953"},"PeriodicalIF":11.4,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44770151","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Time heals all wounds? HRM and bereavement in the workplace 时间能治愈一切创伤?人力资源管理和职场丧亲

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100931

Diane M. Bergeron

引用次数: 7

Advancing the field of employee assistance programs research and practice: A systematic review of quantitative studies and future research agenda 推进员工援助计划研究和实践领域：定量研究和未来研究议程的系统综述

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100941

Tianyi Long , Fang Lee Cooke

引用次数: 3

“Leisureship”: Impact of pursuing serious leisure on leaders' performance “休闲”:追求严肃休闲对领导者绩效的影响

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100950

Emilia Bunea , Ronit Kark , Michelle Hammond

引用次数: 0

The complexity and embeddedness of grief at work: A social-ecological model 工作中悲伤的复杂性和嵌入性:一个社会生态学模型

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100929

Glenda M. Fisk

引用次数: 1

A conceptual review of the love-hate relationship between technology and successful aging at work: Identifying fits and misfits through job design 技术与工作中成功老龄化之间爱恨关系的概念性回顾:通过工作设计识别适合和不适合

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2023.100955

Karen Pak , Maarten Renkema , Daphne T.F. van der Kruijssen

引用次数: 3

The role of collaborative human resource management in supporting open innovation: A multi-level model 协同人力资源管理在支持开放式创新中的作用:一个多层次模型

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-06-01 DOI: 10.1016/j.hrmr.2022.100942

Aurelia Engelsberger , Timothy Bartram , Jillian Cavanagh , Beni Halvorsen , Marcel Bogers

{"title":"The role of collaborative human resource management in supporting open innovation: A multi-level model","authors":"Aurelia Engelsberger , Timothy Bartram , Jillian Cavanagh , Beni Halvorsen , Marcel Bogers","doi":"10.1016/j.hrmr.2022.100942","DOIUrl":"10.1016/j.hrmr.2022.100942","url":null,"abstract":"<div><p>With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative HRM) practices to create the conditions to develop relational leadership and an open innovation mindset (OI mindset) among employees. Since OI research is largely focused on the organizational level, the micro-foundations of OI, as well as the interdependencies across team and individual levels are not yet fully understood. There is no systematic approach for understanding the role of collaborative HRM and the process through which employees' KSS and use OI within their organizations. We build on social exchange theory to develop a multi-level model of collaborative HRM practices used through relational leadership and OI mindset to enable employees to KSS and improve OI performance.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"33 2","pages":"Article 100942"},"PeriodicalIF":11.4,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41858804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation 绝望谷中的领导行为与人类能动性：组织变革实施的元框架

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-03-01 DOI: 10.1016/j.hrmr.2022.100927

Denise Potosky , Wilfrid Azan

{"title":"Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation","authors":"Denise Potosky , Wilfrid Azan","doi":"10.1016/j.hrmr.2022.100927","DOIUrl":"10.1016/j.hrmr.2022.100927","url":null,"abstract":"<div><p>For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"33 1","pages":"Article 100927"},"PeriodicalIF":11.4,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48348799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 5

Subjective well-being among blue-collar immigrant employees: A systematic literature review 蓝领移民雇员的主观幸福感:系统的文献回顾

IF 11.4 1区管理学

Human Resource Management Review Pub Date : 2023-03-01 DOI: 10.1016/j.hrmr.2022.100914

Melika Shirmohammadi , Mina Beigi , Julia Richardson

引用次数: 6