Personnel Review最新文献

{"title":"From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHR","authors":"V. Koon, Y. Fujimoto","doi":"10.1108/pr-07-2022-0491","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0491","url":null,"abstract":"PurposeOrganizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.Design/methodology/approachThe authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.FindingsThis research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.Research limitations/implicationsAlthough the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.Practical implicationsCSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.Social implicationsThis study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.Originality/valueThe originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors e","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"16 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83004781","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Does workplace ostracism negatively affect family life during a pandemic?","authors":"Ambreen Sarwar, Muhammad Kashif Imran, Hira Hafeez, Muhammad Zaheer, Tehreem Fatima","doi":"10.1108/pr-02-2022-0128","DOIUrl":"https://doi.org/10.1108/pr-02-2022-0128","url":null,"abstract":"Purpose The study aims to investigate the impact of workplace ostracism (WO) and fear of the COVID-19 pandemic on the family life of restaurant employees. This research is based on the conservation of resources (COR) theory and work–family interface model to understand the theoretical underpinnings of mistreatment in the food sector during the COVID-19 pandemic. Design/methodology/approach The study utilized a survey with a structured questionnaire to collect time-lagged data from 238 restaurant employees in the central region of Punjab province in Pakistan. The collected data were analyzed using the SPSS tool with modern-day techniques like bootstrapping, process macro and SmartPLS. Findings The study reveals that perceived stress levels of the employees increase due to ostracism, leading to work–family conflict. Furthermore, the study found that employees who fear COVID-19 are less stressed by ostracism. Originality/value The study's significant contribution lies in demonstrating that the impact of ostracism in the workplace is quite different from what was expected. The results have shown that ostracism can reduce the perceived stress levels of employees, leading to a decrease in work–family conflict, especially in the presence of fear of COVID-19.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136161902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Guest editorial: A different world of work: the sharing economy and (in)equity, identity and rewards","authors":"Y. Suseno, C. Rowley","doi":"10.1108/pr-04-2023-915","DOIUrl":"https://doi.org/10.1108/pr-04-2023-915","url":null,"abstract":"Introduction The world of work has significantly changed in recent years. For a long period of time, the focus has been on more conventional forms, such as full-time factory and office-based forms with their contractual relationships andmanagement. However, there have always beenwork that are labelled as “non-traditional” forms of work. To describe the changing nature of work, a range of terms are increasingly used, often interchangeably, in not only common parlance and the media, but also academia. These include gig, on-demand, freelance, contract or otherwise non-permanent work. The concept of the sharing economy, defined as the sharing of goods and services for commercial and non-commercial purposes via digital platforms without the transfer of ownership (Acquier et al., 2017; Benoit et al., 2017; Klarin and Suseno, 2021), has been considered as an umbrella term of these “non-traditional” forms of work. This covers the sharing of goods and services in areas ranging from accommodation, transportation, travel, durables and consumer goods to professional and personal services. The key element of the sharing economy is a shift from owning goods and resources to sharing them (Belk, 2014; Gerwe and Silva, 2020). The sharing economy has essentially created a new business model that enables individuals to collaboratively utilise “idle” assets and services and facilitates a wide range of exchanges around the world (Eckhardt and Bardhi, 2015). Scholars have drawn attention to how the sharing economy fosters innovations (Weber et al., 2019) and enables peer-to-peer sharing which gives users access to services and “owners” offering those services (Benjaafar et al., 2019). Studies on the sharing economy have also highlighted that the new type of economy lowers transaction costs for users and providers (Lamberton and Rose, 2012; Munger, 2018) and promotes flexible working arrangements (De Stefano, 2015; Sundararajan, 2016). The rapid development and spread of ubiquitous and cheap technologies mean the pervasiveness of non-traditional work has broadened in scope and reach. One early example was “Mechanical Turk”, a website owned and operated by Amazon since its creation in 2005. The name comes from an 18th century chess-playing device where challengers competed against the Turk, believing they were competing against a mechanised, automated machine. However, it was an illusion as in fact challengers competed against a person hidden inside. The platform was intended to exploit the fact that humans can easily perform certain tasks that were difficult for computers by connecting those whowanted research done with those whowere willing to do it. Technology has undoubtedly served as the intermediary, in the form of a platform, acting as a bridge between providers and users (Kumar et al., 2018). This business model was popularised by two Silicon Valley start-ups, Airbnb in 2007 and Uber in 2009, with now a lot more platform providers and participants in the sharing","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"33 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88054682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Trust networks, compassionate helping and employee performance","authors":"Jeeyoung Kim, Myung-Ho Chung","doi":"10.1108/pr-08-2021-0593","DOIUrl":"https://doi.org/10.1108/pr-08-2021-0593","url":null,"abstract":"PurposeAlthough extant research on trust focuses on the dyadic relationship (trustor-trustee), the effectiveness of an employee's outcome may vary depending on the features of trust networks. This study examined how an employee's centrality in two types of trust networks (cognitive and affective) among coworkers is associated with employee job performance. Further, this study highlighted the mediating role of compassionate help in the effect of affective trust networks on individual performance.Design/methodology/approachSurvey data were collected from 204 employees and 39 team leaders in South Korea. Data were analyzed using structural equation modeling.FindingsThe results indicated that cognitive trust centrality is positively associated with employee job performance, but affective trust centrality is not. However, an affective trust centrality indirectly increases individual performance via compassionate helping from coworkers.Originality/valueThis study contributes to a better understanding of trust networks and compassionate helping and expands both trust literature and HQR research.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"63 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76043679","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Collectively crafting the sales job: linking charismatic leadership to sales teams’ performance","authors":"T. Luu","doi":"10.1108/pr-08-2020-0634","DOIUrl":"https://doi.org/10.1108/pr-08-2020-0634","url":null,"abstract":"PurposeIrrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.Design/methodology/approachData were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.FindingsThe findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.Originality/valueThis study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"31 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72524141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transformational leadership, idiosyncratic deals and employee outcomes","authors":"Zahide Karakitapoğlu-Aygün, B. Erdogan, D. Caughlin, T. Bauer","doi":"10.1108/pr-07-2022-0470","DOIUrl":"https://doi.org/10.1108/pr-07-2022-0470","url":null,"abstract":"PurposeTransformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).Design/methodology/approachThe authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.FindingsTFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.Originality/valueFirst, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"80 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88769959","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints","authors":"A. Adikaram, Pavithra Kailasapathy","doi":"10.1108/pr-03-2022-0201","DOIUrl":"https://doi.org/10.1108/pr-03-2022-0201","url":null,"abstract":"PurposeThe authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.Design/methodology/approachEmploying qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.FindingsIn handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.Originality/valueThe central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"3 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72501521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Home-based telework and job stress: the mediation effect of work extension","authors":"Salomé Goñi-Legaz, Imanol Núñez, Andrea Ollo-López","doi":"10.1108/pr-02-2022-0111","DOIUrl":"https://doi.org/10.1108/pr-02-2022-0111","url":null,"abstract":"PurposeThis paper aims to investigate how home-based telework (HBT) affects job stress. The authors argue that an intrinsic effect of telework like work extension mediates this relationship. Work extension is reflected in two employee behaviours: working in free time and presentism.Design/methodology/approachThe proposed model has been estimated using the Preacher and Hayes bootstrap method for multiple mediation analysis, with 1,000 repetitions. The data used come from the sixth European Working Conditions Survey.FindingsThe analysis indicates that HBT does not pose an inherent risk for job stress but causes a change in the employees' behaviour, increasing working in free time and presenteeism and thus job stress. The mediation model indicates that once these behaviours are controlled, the effect of HBT is to reduce stress.Research limitations/implicationsThe authors argue that companies should focus on human resource practices to control workers' behaviours that have a detrimental effect on job stress while institutions should regulate HBT.Originality/valueThe analysis deepens the unclear relationship between HBT and job stress by introducing employees' behaviours concerning work extension into the equation.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"23 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81651295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Identifying key mentor characteristics for successful workplace mentoring relationships and programmes","authors":"Connie Deng, Nick Turner","doi":"10.1108/pr-08-2022-0535","DOIUrl":"https://doi.org/10.1108/pr-08-2022-0535","url":null,"abstract":"PurposeThe aims of this critical review are to identify the mentor characteristics that lead to superior mentoring outcomes and to provide human resources development (HRD) professionals with evidence-based suggestions for recruiting, selecting and training mentors to improve mentorship programme effectiveness.Design/methodology/approachThe authors conducted a critical review of existing quantitative research on mentor characteristics that have an impact on effective mentoring.FindingsThe authors identified five key categories of mentor characteristics linked to successful mentoring outcomes: competency in context-relevant knowledge, skills and abilities; commitment and initiative; interpersonal skills; pro-social orientation and an orientation toward development, exploration and expansion.Research limitations/implicationsThere is limited research on the characteristics of ineffective mentor characteristics, exclusion of articles that used qualitative research methods exclusively and how technology-based communication in mentoring may require different characteristics. Most of the included studies collected data in the United States of America, which may exclude other important mentor characteristics from other non-Western perspectives.Practical implicationsTo ensure that there is both a sufficient pool of qualified mentors and mentors who meet the desired criteria, focus on both recruitment and training mentors is important. Incorporating the desired mentor characteristics into both of these processes, rather than just selection, will help with self-selection and development of these characteristics.Originality/valueDespite the ongoing interest in identifying effective mentor characteristics, the existing literature is fragmented, making this challenging for HRD professionals to determine which characteristics are crucial for mentoring relationships and programme success. Addressing this practical need, this critical review synthesises the research literature and identifies patterns and inconsistencies. Based on the review, the authors provide evidence-based recommendations to enhance the recruitment, selection and training of mentors.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"387 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79584331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Dissecting HR's role in disaster preparedness and response: a phenomenological approach","authors":"Mendiola Teng‐Calleja, Alfred Presbitero, M. D. de Guzman","doi":"10.1108/pr-12-2021-0867","DOIUrl":"https://doi.org/10.1108/pr-12-2021-0867","url":null,"abstract":"PurposeThe purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.Design/methodology/approachThe study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.FindingsResults surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.Practical implicationsThe study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.Originality/valueThe study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"214 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75589021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}