Human Resource Management最新文献

{"title":"Employer Responsiveness to Online Reviews: A Signal of Caring About Employees","authors":"Christoph E. Höllig,&nbsp;Endrit Ademi,&nbsp;Andranik Tumasjan","doi":"10.1002/hrm.22316","DOIUrl":"https://doi.org/10.1002/hrm.22316","url":null,"abstract":"<p>Employer reviews (i.e., online workplace ratings authored by employees) attract broad interest and shape the opinions of potential employees. Thus, companies face the challenge of dealing with these workplace judgments that are outside their direct control. While prevailing theoretical perspectives suggest that responding to third-party judgments may be an effective way for companies to deal with them, they focus on responses to negative judgments that threaten companies' reputations. Based on signaling theory, we argue that employer responsiveness, signaled by an employer's first response to an employer review, serves as a mechanism of indirect control over employer reviews. Applying a difference-in-differences approach—a statistical technique to estimate the causal effect of the treatment (i.e., responsiveness) by comparing it to a control group without the treatment—on a sample of 298,269 reviews of 21,099 employers over 45 quarters posted on the employer review website Kununu, we hypothesize and find that compared to nonresponsive employers, responsive employers receive more diverse (i.e., variety of topics covered) and extensive (i.e., amount of information provided) employer reviews. These effects are especially pronounced in the case of negative employer reviews. Our findings can serve as a guide for employers in dealing with third-party judgments by demonstrating that employer responsiveness is a valuable signal enhancing online review quality. We contribute to the growing body of HRM research on employer reputation on social media, a critical factor influencing recruitment and retention outcomes. Our study opens new avenues for research to explore the role of responsiveness as a strategic signal in employer brand management.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1481-1502"},"PeriodicalIF":9.0,"publicationDate":"2025-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930000","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":"Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work-Life Balance Practices, and Female Representation","authors":"M. Fernanda Garcia,&nbsp;Hua Fang Liu,&nbsp;María del Carmen Triana,&nbsp;Len J. Treviño","doi":"10.1002/hrm.22312","DOIUrl":"https://doi.org/10.1002/hrm.22312","url":null,"abstract":"<div>\u0000 \u0000 <p>Human resource management (HRM) scholarship has neither fully engaged with the United Nation's sustainable development goal 5 (SDG 5—gender equality) nor deepened knowledge of the human resource practices that most likely contribute to the implementation of this goal. We address this gap by investigating the link between SDG 5 and multinational enterprises' (MNEs) social performance. We posit that attention to SDG 5 will facilitate MNEs' capacity to formulate and implement practices to increase gender equality in work settings. Drawing from the sustainable HRM framework and social role theory, we develop three hypotheses related to the role of diversity targets and work-life balance practices as mediators of the relationship between support for SDG 5 and MNEs' social performance. We also posit that women's representation across the organizational structure strengthens the relationship between support for SDG 5 and diversity targets as well as work-life balance practices. We tested these relationships with 418 MNEs in the S&amp;P 500. We found that diversity targets and work-life balance practices (i.e., flexible arrangements and daycare services) mediate the relationship between support for SDG 5 and social performance. In addition, the interaction between women's representation and support for SDG 5 enhances diversity targets and flexible arrangements. We theoretically contribute to the sustainable HRM literature by (a) revealing the reasons for a spillover effect of support for gender equality to other demographic groups; (b) explaining broader societal impacts of support for SDG 5 on the workforce, community, human rights, and product responsibility. To successfully integrate SDG 5, MNEs must weave diversity targets and work-life balance practices into strategic planning.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1457-1479"},"PeriodicalIF":9.0,"publicationDate":"2025-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929946","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":"Are Employees Committed to Diversity at Work and in Their Personal Lives? The Role of Organizational Antiracist Signaling Following a Racial Injustice Event","authors":"Sabrina D. Volpone,&nbsp;Wendy J. Casper,&nbsp;Julie Holliday Wayne,&nbsp;Marla L. White","doi":"10.1002/hrm.22315","DOIUrl":"https://doi.org/10.1002/hrm.22315","url":null,"abstract":"<div>\u0000 \u0000 <p>Research on corporate sociopolitical activism (CSA) is in its infancy, and more research is needed to examine its effects on employees. We draw from the tenets of Signaling Theory to develop and test a model of how organizations' antiracist signaling after a racial injustice event, as a form of CSA, communicates that racial justice is valued sincerely by organizations, and in turn, motivates employee commitment to diversity—both at work and in their personal lives. We also explore boundary conditions (i.e., climate for inclusion, employee race) of this relationship. We test our model with data collected from 367 employees (37.6% Black, 62.4% White) across 4-time waves, each 1 month apart, using a mixed-methods (quantitative and qualitative) approach. Results suggest that organizations are viewed as most sincere when they engage in signaling that includes both words (i.e., releasing a statement) and actions (e.g., hiring a diversity officer) relative to when they don't engage in these words and/or actions. Moreover, when organizations signaled a sincere commitment to antiracism with both words and actions, employees were more committed to diversity at work and in their personal lives, though actions taken by the organization were especially important. Moreover, a strong climate for inclusion reduced the need for actions, while a weak climate for inclusion increased the need for a statement. Theoretical, research, and practical implications are discussed.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1401-1420"},"PeriodicalIF":9.0,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929444","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":"Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control","authors":"Justine Hervé,&nbsp;Hyewon Oh","doi":"10.1002/hrm.22317","DOIUrl":"https://doi.org/10.1002/hrm.22317","url":null,"abstract":"<div>\u0000 \u0000 <p>Uncertain times—such as periods of political turmoil, economic instability, health, or climate crises—can diminish individuals' perception of control over their environment. This paper hypothesizes that reduced perceptions of control may impact how individuals relate to their work, specifically, triggering quiet quitting, where employees intentionally refrain from tasks beyond their job requirements. Evidence supports this hypothesis: for example, the phenomenon of quiet quitting has resurged in the post-pandemic era, coinciding with a significant decline in workers' perceived control around that time. However, no research has yet explored the relationship between perceived control and quiet quitting. Drawing on motivation theory, this paper posits that workers' perceived control, reflected in their beliefs about the effort-reward link, can explain quiet quitting. To test this, we conducted two extensive online surveys with two main objectives: first, to conceptually refine and operationalize the construct of quiet quitting with a 5-item scale; second, to examine the relationship between perceived control and quiet quitting. Our findings reveal a significant negative association between workers' perceived control and their propensity to engage in quiet quitting. This relationship is partially mediated by a reduced affective commitment to the employer and an elevated sense of replaceability. A direct implication of our results is that initiatives aimed at restoring workers' sense of agency at work might reduce quiet quitting behaviors.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1421-1456"},"PeriodicalIF":9.0,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929436","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":"From Strategic HRM to Sustainable HRM? Exploring a Common Good Approach Through a Critical Reflection on Existing Literature","authors":"Fang Lee Cooke","doi":"10.1002/hrm.22318","DOIUrl":"https://doi.org/10.1002/hrm.22318","url":null,"abstract":"<p>The emergence of sustainability discourse has provided new avenues and momentum for human resource management (HRM) scholars to extend existing lines of enquiry and to generate new ones. This has led to a surge of research interest in sustainability in the last decade, not least as a response to the growing environmental concerns and, more recently, to the Sustainable Development Goals launched by the United Nations in 2015. The rapidly emerging body of research is accompanied by confusion and critiques regarding what sustainable HRM entails, how it can be measured, and who may benefit. This perspective paper discusses these issues by focusing on common good HRM as the latest variant of sustainable HRM and identifies challenges as well as opportunities for research. It draws on stakeholder theory, legitimacy theory, cultural perspective, and HR ecosystem theory to illustrate how future studies can advance our knowledge of common good HRM by building on the existing strong body of HRM scholarship and embracing a broader range of stakeholders, epistemological perspectives, and methodological approaches.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1381-1399"},"PeriodicalIF":9.0,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22318","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929944","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":"Employee Digital Transformation Experience Towards Automation Versus Augmentation: Implications for Job Attitudes","authors":"Shuang Ren,&nbsp;Soumyadeb Chowdhury","doi":"10.1002/hrm.22313","DOIUrl":"https://doi.org/10.1002/hrm.22313","url":null,"abstract":"<p>As a growing number of organizations are leveraging emerging technologies to optimize their operations to stay competitive, digital transformation has fast become an integral part of employee experience at the intersection of their psychological states and the workplace. However, employee experience with digital transformation is heterogeneous given the different approaches organizations take toward this initiative. We hence simultaneously consider both the nature of the digital transformation (i.e., automation versus augmentation) and the presence versus absence of employee voice mechanisms. Drawing from psychological reactance theory, we argue that employee experience of automation-driven transformation will be more likely to engender psychological reactance, which in turn impacts important employee job attitudes, represented by job satisfaction, employment security, and turnover intention. We also argue that employee voice moderates this mediated relationship. Using data from two studies with different samples and research designs (an experimental design in Study 1 and a field survey in Study 2), the findings support our hypothesized relationships. The two-study approach helps to enhance the validity of the research and demonstrate the generalizability of findings, thereby strengthening our contributions to the literature. Overall, the studies theoretically extend understandings of how employees respond to digital transformation by offering new insights into the psychological reactance mechanism. We also provide practical implications for business and practitioners seeking to manage digital transformation in ways that enhance desired employee job attitudes.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1359-1379"},"PeriodicalIF":9.0,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22313","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929943","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":"Family Highs, Career Ties: The Benefits of Family-To-Work Enrichment for Work Promotion Focus, Networking, and Career Opportunities","authors":"Patricia C. Dahm,&nbsp;Theresa M. Glomb,&nbsp;Allison M. Ellis","doi":"10.1002/hrm.22311","DOIUrl":"https://doi.org/10.1002/hrm.22311","url":null,"abstract":"<div>\u0000 \u0000 <p>Traditional work-family research often frames family responsibilities as constraints on career success, emphasizing conflict over enrichment. This study challenges this perspective by integrating traditional work-family theory with regulatory focus theory, showing how family-to-work enrichment and conflict shape employees' work promotion focus, networking behaviors, and the development of professional social networks. Across a series of four studies using multiple methodologies, we investigate both short- and long-term effects. A 10-day experience sampling study of working professionals (<i>N</i> = 50) demonstrates that daily fluctuations in family-to-work interactions influence professional networking behaviors. On days with greater family-to-work enrichment, employees report higher promotion focus and increased network building behaviors, whereas family-to-work conflict reduces promotion focus and dampens networking activity. A scenario-based experiment (<i>N</i> = 409) bolsters this finding, showing that family-to-work enrichment enhances, while family-to-work conflict diminishes employees' likelihood of engaging in networking behaviors. An examination of longer-term effects on the professional social networks of participants in a corporate leadership development program (<i>N</i> = 137) finds that sustained family-to-work enrichment is linked to both larger and more diverse career guidance networks, a key driver of professional success. A LinkedIn follow-up study (<i>N</i> = 115) extends these findings by showing that family-to-work enrichment relates to the size of professional social networks and career opportunities. By bridging work-family and career research, this study reframes family as a potential resource, highlighting its role in shaping goal-directed network building behaviors, professional networks, and ultimately, career opportunities. Practically, these findings underscore the importance of family-to-work enrichment as a strategic advantage for employees.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1337-1357"},"PeriodicalIF":9.0,"publicationDate":"2025-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929741","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":"More Than a Personal Decision: A Relational Theory of Quiet Quitting","authors":"Al-Karim Samnani,&nbsp;Kirsten Robertson","doi":"10.1002/hrm.22314","DOIUrl":"https://doi.org/10.1002/hrm.22314","url":null,"abstract":"<p>Quiet quitting first exploded in social media and has gained considerable traction in media, practitioner, and scholarly outlets. While much of this attention has been focused on why employees quiet quit, there has been less consideration about how it is perceived by their coworkers. Combining insights from relational climate and social networks scholarship, we develop a novel theory about its potential interpersonal consequences. Our theory elucidates how employee quiet quitting and coworker reactions will differ across market pricing, equality matching, and communal sharing climates. We propose that while harmonious relational climates will facilitate the most support from coworkers, these climates will also trigger the most harmful responses when quiet quitting does not eventually dissipate. We also theorize how the collective monitoring and reporting norms that typically develop within these climates will facilitate sanctions via collective forms of mistreatment, such as social undermining and ostracism. Not only does our theory extend the relevant consequences of quiet quitting to include interpersonal ones, but it also therefore explains how seemingly positive climates can inadvertently enable mistreatment. We outline the contributions of our theory to the growing literature on quiet quitting, suggest directions for future research, and offer implications for human resource management practitioners.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1321-1335"},"PeriodicalIF":9.0,"publicationDate":"2025-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22314","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929931","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 Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity","authors":"Claudia Holtschlag,&nbsp;Carlos Morales,&nbsp;Aline Masuda,&nbsp;B. Sebastian Reiche","doi":"10.1002/hrm.22308","DOIUrl":"https://doi.org/10.1002/hrm.22308","url":null,"abstract":"<div>\u0000 \u0000 <p>We examine how gender diversity and employees' internal pay position interact to explain gender differences in pay raises. Integrating equity theory and institutional theory, we argue that pay raises are guided by equity-based reward allocation policies. Further, we expect a decoupling between these policies and their implementation if other gender diversity goals, such as a balanced ratio of female and male employees at the work-unit level, are achieved. Specifically, gender diversity at the work-unit level provides legitimacy that corporate diversity goals are being pursued. This makes the implementation of reward allocation policies aimed at increasing gender pay equity less salient in work units with high levels of gender diversity. We test our hypotheses using a multilevel moderated mediation model on a longitudinal sample of 9,246 observations from 4,003 employees in a large German company. Our results show an indirect effect of gender on pay increases over 3 years via compa ratio (i.e., the relative pay position for a given job grade). In support of equity theory, the results show that women receive higher pay increases than men over time to compensate for a lower compa ratio. Moreover, in work units with high gender diversity, the indirect effect of gender on pay raise is weaker, suggesting a decoupling between equity-based reward allocation policies and their implementation. Our results offer valuable insights into the interaction of equity and institutional theory-based explanations of reaching corporate diversity goals.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1305-1319"},"PeriodicalIF":9.0,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929840","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":"A Meta-Analysis of Employee HR Attributions and Their Relationships With Employee-Perceived High-Performance Work Systems and Employee Outcomes","authors":"Dishi Hu,&nbsp;In-Sue Oh,&nbsp;Anastasiia Agolli","doi":"10.1002/hrm.22309","DOIUrl":"https://doi.org/10.1002/hrm.22309","url":null,"abstract":"<p>Research on HR attributions has received a considerable amount of attention in the study of employee perceptions of human resource management (HRM). This increased attention is based on the premise that employee attributions about <i>why</i> certain HR practices are implemented significantly influence employee outcomes. In this study, we review and meta-analytically examine the relationships between two major types of HR attributions (i.e., commitment- and control-focused) and various employee outcomes (i.e., employee vitality and engagement, work attitudes, and job performance). We also test several boundary conditions (e.g., the target of HR attributions) that may influence these relationships using multi-level meta-regression analysis. In addition, we meta-analytically examine the relationships between two major HR attributions and their key antecedent—employee-perceived high-performance work systems (HPWS). Using the meta-analytic data, we perform a path analysis to test a theory-driven model that links employee-perceived HPWS to commitment-focused and control-focused HR attributions and, ultimately, employee outcomes. We then conduct a general dominance analysis to compare the relative importance of employee-perceived HPWS and the two types of HR attributions. As a supplementary analysis, we meta-analyze the impact of demographic variables in shaping commitment- and control-focused HR attributions. We conclude by discussing the theoretical and empirical implications of our findings, along with future research directions.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1281-1303"},"PeriodicalIF":9.0,"publicationDate":"2025-04-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22309","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929966","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}