Human Resource Management最新文献

Exploring Cultural Differences in AI-Based Interviews: Innovativeness and Justice Perceptions Among Job Applicants in the United States and South Korea 探讨人工智能面试中的文化差异：美国和韩国求职者的创新和公正观念

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-30 DOI: 10.1002/hrm.22303

Jiyoung Park, Yeseul Jung

{"title":"Exploring Cultural Differences in AI-Based Interviews: Innovativeness and Justice Perceptions Among Job Applicants in the United States and South Korea","authors":"Jiyoung Park, Yeseul Jung","doi":"10.1002/hrm.22303","DOIUrl":"https://doi.org/10.1002/hrm.22303","url":null,"abstract":"<p>Artificial intelligence (AI) technology is rapidly integrated into the recruiting process across cultures. However, the extent to which job applicants' responses to AI-based recruitment vary across cultures remains unexplored. To address this gap, we conducted a cross-cultural examination on job applicants' perceptions of justice and innovativeness of AI-based interviews, focusing on American and South Korean cultures. Using scenario experiments, we found that Americans generally perceived AI-based interviews as less fair than human-based interviews regarding job relatedness, chance to perform, and two-way communication. In contrast, Koreans showed little difference in justice perceptions between AI-based and human-based interviews, and they even perceived AI-based interviews as fairer in certain justice dimensions, such as the chance to perform. Both American and Korean participants regarded AI-based interviews as more innovative than human-based interviews. Additionally, we found that Americans' lower perceptions of justice, such as job relatedness and two-way communication, accounted for the negative impact of AI-based interviews on organizational attractiveness. However, Koreans' higher perceptions of the chance to perform and innovativeness led to higher organizational attractiveness in AI-based interviews compared to that in human-based interviews. Our findings underscore the pivotal role of culture in understanding job applicants' responses toward AI-based interviews. Based on these findings, we discuss implications, limitations, and future suggestions.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1161-1178"},"PeriodicalIF":6.0,"publicationDate":"2025-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22303","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551288","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}

引用次数: 0

Calibration in the Performance Evaluation Process 性能评估过程中的校准

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-30 DOI: 10.1002/hrm.22302

Jasmijn C. Bol, Andson Braga De Aguiar, Jeremy B. Lill

{"title":"Calibration in the Performance Evaluation Process","authors":"Jasmijn C. Bol, Andson Braga De Aguiar, Jeremy B. Lill","doi":"10.1002/hrm.22302","DOIUrl":"https://doi.org/10.1002/hrm.22302","url":null,"abstract":"<div>\u0000 \u0000 <p>In this research, we examine the common practice of employee performance rating calibration, the process in which calibration committee members discuss, compare, and potentially adjust direct supervisors' initial employee performance ratings. Calibration introduces an additional step into the performance evaluation process aimed at correcting for any incompleteness, inconsistencies, or biases in the ratings. By empirically studying archival, survey, and demographic data from 737 employees and 114 direct supervisors from our participating company, we examine the incentive conflicts between direct supervisors and the remainder of the calibration committee and their effect on the calibration process outcomes. We predict and find evidence consistent with direct supervisors being strategic in the information they share in the calibration process, which results in reduced information sharing. We also examine whose ratings are adjusted. While there is pressure on calibration committees to make sufficient adjustments, not every supervisor's employee performance ratings need to be adjusted. We find that those direct supervisors who have lower costs associated with avoiding scrutiny and defending against adjustments in the calibration process, ceteris paribus, receive fewer adjustments and end up with higher ratings, even when controlling for employee performance. Our investigation sheds light on the complexities of the calibration process, thereby providing important insights to HR managers responsible for managing the process.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1141-1159"},"PeriodicalIF":6.0,"publicationDate":"2025-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551287","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}

引用次数: 0

Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving” 更正“通过共同良好的人力资源管理提高员工成果：探索有意义和蓬勃发展的作用”

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-25 DOI: 10.1002/hrm.22304

引用次数: 0

Supervisor Actions for Supporting Employees Through Stressful Work Situations: A Critical Events Approach From the Perspective of Supervisors 主管在压力工作情境下支持员工的行动：来自主管视角的关键事件方法

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-18 DOI: 10.1002/hrm.22300

Nerina L. Jimmieson, Adele J. Bergin

{"title":"Supervisor Actions for Supporting Employees Through Stressful Work Situations: A Critical Events Approach From the Perspective of Supervisors","authors":"Nerina L. Jimmieson, Adele J. Bergin","doi":"10.1002/hrm.22300","DOIUrl":"https://doi.org/10.1002/hrm.22300","url":null,"abstract":"<p>In this research, we aim to further our understanding of supervisors' enactment of psychosocial risk management and their own psychological responses to supporting employees through stressful work situations. Informed by event system theorizing and the special case of affective events, we examined 342 employee critical events of a stressful nature through the eyes of the supervisor. Thematic analysis revealed 16 supervisor actions that were aggregated into nine supervisor action themes that supervisors evaluated for stressfulness and effectiveness. Clustering stressfulness and effectiveness scores revealed the emergence of three supervisor groups: favorable, unfavorable, and challenge. Multinomial logistic regressions demonstrated that both organizational and supervisor psychosocial risk management capabilities reduced the odds of supervisors developing unfavorable psychological responses in relation to their supervisor action, whereas supervisors with time pressure and psychological distress had increased odds. In addition, supervisors experiencing psychological distress had a twofold likelihood of experiencing their chosen action as both stressful and effective, calling into question the potential for future benefits to arise from what might be otherwise considered a challenge experience. Overall, our findings demonstrate that pre-existing features of the supervisor's own psychosocial work environment shape their psychological responses to having enacted psychosocial risk management, irrespective of the type of supervisor action.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1119-1139"},"PeriodicalIF":6.0,"publicationDate":"2025-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22300","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551343","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}

引用次数: 0

Can Employee-Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective 员工友好型工作环境能提高创新效率吗？组织认同视角

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-17 DOI: 10.1002/hrm.22295

Chia-Ling Lee, Wen-Ting Lin, David Ahlstrom

引用次数: 0

How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI Usage 同事如何解释员工人工智能的使用：同事的感知道德和帮助作为对员工人工智能使用的回应

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-16 DOI: 10.1002/hrm.22299

Xiang Zhou, Chen Chen, Wanlu Li, Yuewei Yao, Fangming Cai, Jieming Xu, Xin Qin

{"title":"How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI Usage","authors":"Xiang Zhou, Chen Chen, Wanlu Li, Yuewei Yao, Fangming Cai, Jieming Xu, Xin Qin","doi":"10.1002/hrm.22299","DOIUrl":"https://doi.org/10.1002/hrm.22299","url":null,"abstract":"<div>\u0000 \u0000 <p>Organizations are increasingly introducing artificial intelligence (AI) into the workplace and encouraging employees to use AI to complete work. Correspondingly, research on AI usage predominantly focuses on the positive effects of AI usage on employees themselves. Drawing upon attribution theory and AI literature and taking an interpersonal perspective, this research challenges the prevailing consensus by investigating whether, when, and how employee AI usage would lead to negative coworker outcomes. We propose that when coworkers attribute employee AI usage as a way to slack off (i.e., slack attribution), employee AI usage is negatively related to coworkers' perceived morality of the employee, which in turn decreases coworkers' helping behavior toward the employee. Two experimental studies, a field survey study, and a field experiment provide substantial support for our hypotheses. This research adds new insights into the AI usage literature by revealing the negative coworker outcomes of employee AI usage.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1077-1097"},"PeriodicalIF":6.0,"publicationDate":"2025-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551188","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}

引用次数: 0

A Multi-Level Systems Perspective on (Un)sustainable HRM in Adult Social Care 成人社会关怀中（非）可持续人力资源管理的多层次系统视角

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-12 DOI: 10.1002/hrm.22298

Emma Hughes, Tony Dundon

引用次数: 0

Influence of Proctored Remote Versus Onsite Assessment on Candidate Scores, Assessment Types, Subgroup Differences, and Fairness Reactions 监考远程评估与现场评估对考生分数、评估类型、亚组差异和公平反应的影响

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-03 DOI: 10.1002/hrm.22297

Emily D. Campion, Michael A. Campion, Nicole Strah

{"title":"Influence of Proctored Remote Versus Onsite Assessment on Candidate Scores, Assessment Types, Subgroup Differences, and Fairness Reactions","authors":"Emily D. Campion, Michael A. Campion, Nicole Strah","doi":"10.1002/hrm.22297","DOIUrl":"https://doi.org/10.1002/hrm.22297","url":null,"abstract":"<p>As more organizations move to remote hiring assessments, important questions emerge as to the effects on scores, racioethnic, and gender subgroup differences, and candidate reactions. We compare scores of candidates assessed remotely under proctored conditions (<i>N</i> = 902) versus onsite (<i>N</i> = 891) in an actual selection context in the same organization, in the same time period, and on the same cognitive ability tests, case exercises, and structured interviews. Controlling for job, there were no differences for cognitive ability tests or case exercises in the remote environment, but higher scores for structured interviews, leading to a slightly higher total score for all assessments combined and a 5% increase in the overall passing rate. Within groups, Hispanic or Latino candidates performed better on the remote cognitive ability test compared with Hispanic or Latino candidates onsite, while Asian candidates performed better remotely for the case exercise. All subgroups performed better on the remote structured interview compared with their onsite counterparts. No between-group differences emerged by racioethnicity, but women outperformed men on the remote cognitive ability test compared to onsite. Candidate fairness reactions did not differ by test environment for any assessments or subgroups. We conclude that: (1) remote proctored assessments will not create lower overall passing rates (i.e., fewer candidates for hire); (2) differences in remote assessment scores may depend on the type of assessment, with the greatest positive differences for structured interviews; (3) remote assessments do not disadvantage racioethnic minority candidates or candidates overall; and (4) remote assessments do not reduce candidate fairness reactions.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1041-1055"},"PeriodicalIF":6.0,"publicationDate":"2025-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22297","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551056","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}

引用次数: 0

Up in Smoke: Reciprocal Effects of Cannabis Use and Job Complexity on Extrinsic Career Outcomes 吸烟：大麻使用和工作复杂性对外在职业结果的相互影响

IF 6 2区管理学

Human Resource Management Pub Date : 2025-03-01 DOI: 10.1002/hrm.22296

Zhonghao Wang, Andrew Li, Jonathan Shaffer, Jason L. Huang, Xuedan Tao

{"title":"Up in Smoke: Reciprocal Effects of Cannabis Use and Job Complexity on Extrinsic Career Outcomes","authors":"Zhonghao Wang, Andrew Li, Jonathan Shaffer, Jason L. Huang, Xuedan Tao","doi":"10.1002/hrm.22296","DOIUrl":"https://doi.org/10.1002/hrm.22296","url":null,"abstract":"<p>With the passage of cannabis-friendly legislation in the U.S., cannabis use is on the rise and poses increasing challenges to managing human resources in the workplace. However, the literature offers a limited understanding of its long-term implications for career outcomes. Drawing on social selection theory, we argue that cannabis use negatively influences one's extrinsic career outcomes (i.e., income and occupational prestige) over time via lowered job complexity. Furthermore, based on social causation theory, we propose an alternative model in which higher job complexity reduces cannabis use over time to facilitate one's extrinsic career outcomes. Using 8 years of longitudinal panel data from multiple sources, we found support for the hypothesized reciprocal effect between cannabis use and job complexity and their influences on income and occupational prestige. Moreover, the impact of job complexity on extrinsic career outcomes via cannabis use was stronger than the impact of cannabis use on extrinsic career outcomes via job complexity. We discuss this study's theoretical and practical implications for cannabis use and human resource management research and practice.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1017-1039"},"PeriodicalIF":6.0,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22296","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551246","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}

引用次数: 0

Normalization: How Organizations Socialize Newcomers to Make the Extraordinary Seem Ordinary 规范化：组织如何使新人社会化，使非凡看起来平凡

IF 6 2区管理学

Human Resource Management Pub Date : 2025-02-20 DOI: 10.1002/hrm.22291

Blake E. Ashforth

{"title":"Normalization: How Organizations Socialize Newcomers to Make the Extraordinary Seem Ordinary","authors":"Blake E. Ashforth","doi":"10.1002/hrm.22291","DOIUrl":"https://doi.org/10.1002/hrm.22291","url":null,"abstract":"<div>\u0000 \u0000 <p>How does an organization take a raw recruit and have them dispose of bombs, slaughter animals, or work in polar research stations? I argue that the answer is through socializing them so that they come to view the extraordinary as more ordinary. This “normalization” typically entails: (1) setting the context by creating a strong situation in the form of a social cocoon with high normative control; (2) setting the content by providing a clear frame and ideology, conveyed through various forms of discourse; and (3) setting the process of socialization in motion by recruiting and selecting promising individuals and subjecting them to synergistic combinations of divestiture and investiture and of incrementalism and immersion, routinizing the work, and facilitating stress coping. These practices are mutually reinforcing such that the whole is greater than the sum of the parts. The outcome is newcomers who can take in stride and accomplish what may have once seemed unthinkable. However, the socialization process is largely the same whether the goals are socially desirable (e.g., pursuing a grand challenge) or socially undesirable (e.g., extremism), and whether the means are socially desirable (most work) or undesirable (e.g., “dirty work”). I conclude with a discussion of the ethical implications of normalizing, a summary of common managerial practices for normalizing, and directions for future research.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"995-1015"},"PeriodicalIF":6.0,"publicationDate":"2025-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551348","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}

引用次数: 0