Human Resource Management最新文献

Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective 在紧张和宽松的社会中延长工作寿命的必要人力资源管理实践：比较视角

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-21 DOI: 10.1002/hrm.70040

Eduardo Oliveira, Beatrice Isabella Johanna Maria Van der Heijden, Julia Sabrina Finsel, Hila Axelrad, Eva Derous, Xiuzhu Gu, Izabela Marzec, Reidar Johan Mykletun, Michela Vignoli, Sofija Pajic, Anne Marit Wöhrmann, Jürgen Deller

{"title":"Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective","authors":"Eduardo Oliveira, Beatrice Isabella Johanna Maria Van der Heijden, Julia Sabrina Finsel, Hila Axelrad, Eva Derous, Xiuzhu Gu, Izabela Marzec, Reidar Johan Mykletun, Michela Vignoli, Sofija Pajic, Anne Marit Wöhrmann, Jürgen Deller","doi":"10.1002/hrm.70040","DOIUrl":"https://doi.org/10.1002/hrm.70040","url":null,"abstract":"<p>The aging workforce demands evidence-based human resource practices that lengthen working lives. Building on the Conservation of Resources theory (Hobfoll 1989), we investigate which organizational practices are indispensable for expanding older workers' occupational future time perspective (OFTP)—people's perceived opportunities and remaining time at work (Zacher and Frese 2009). A necessary condition analysis of survey data from 3077 workers aged 50+ in nine countries tests nine domains of the Later Life Workplace Index (LLWI) as potential <i>minimal viable practices</i>. All domains exhibited statistically significant necessity effects; however, using the conventional threshold (Dul et al. 2023), only later life supportive leadership and adaptive work design reached the level considered <i>meaningfully necessary</i>. The remaining domains showed smaller, near necessity effects, suggesting a pattern of partial necessity across HRM practices. Exploratory analyses along the Tightness–Looseness cultural continuum suggested that necessity thresholds tended to be higher in culturally Tight than Loose societies, highlighting the importance of context-sensitive HRM. This study refines theorizing on career sustainability, introduces necessity logic to the work and aging literature, and offers managers evidence-based tools to prevent insurmountable shortcomings. Failure to meet the identified LLWI thresholds will typically result in suboptimal OFTP.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"561-589"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70040","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147567798","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

Neurodiversity at Work: Challenges and Opportunities for Human Resource Management 工作中的神经多样性：人力资源管理的挑战与机遇

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-03 DOI: 10.1002/hrm.70032

Sabrina D. Volpone, Sophie Hennekam

{"title":"Neurodiversity at Work: Challenges and Opportunities for Human Resource Management","authors":"Sabrina D. Volpone, Sophie Hennekam","doi":"10.1002/hrm.70032","DOIUrl":"https://doi.org/10.1002/hrm.70032","url":null,"abstract":"<div>\u0000 \u0000 <p>Neurodiversity—an umbrella term encompassing a range of neurocognitive developmental conditions such as autism-spectrum conditions, attention deficit and hyperactivity disorders (e.g., dyslexia, dysgraphia, dyspraxia, dyscalculia, and Tourette syndrome)—recognizes neurological differences as natural variations of the human brain. As management scholars increasingly explore this dimension of diversity, both researchers and practitioners are gaining a deeper understanding of the valuable contributions neurodivergent human capital can bring to the modern workplace. In this article, which serves as a primer for the special issue on neurodiversity and human resource management (HRM), we present a systematic review of the neurodiversity literature organized by employee lifecycle stage. The review synthesizes the most comprehensive practices at the intersection of neurodiversity and HRM. We then introduce the 13 articles featured in the special issue by positioning them within broader trends that emerged from our review. Moreover, we show how each article advances scholarship and practice in neurodiversity and HRM. We conclude by drawing on insights from both the review and the special issue contributions to offer recommendations for future research and practice that center on fostering more inclusive and effective HRM systems for neurodivergent individuals.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"447-471"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147562947","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

How Important Is Pay and What Are the Effects (Positive and Negative) of Pay for Performance?: Evaluating Claims and Evidence 薪酬有多重要？绩效薪酬有什么影响（正面和负面）？：评估索赔和证据

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-14 DOI: 10.1002/hrm.70037

Barry Gerhart, Ji Hyun Kim, Shan He

{"title":"How Important Is Pay and What Are the Effects (Positive and Negative) of Pay for Performance?: Evaluating Claims and Evidence","authors":"Barry Gerhart, Ji Hyun Kim, Shan He","doi":"10.1002/hrm.70037","DOIUrl":"https://doi.org/10.1002/hrm.70037","url":null,"abstract":"<p>Compensation plays a pivotal role in shaping employee behavior, motivation, and well-being. Although extant research has explored various dimensions of compensation, questions about how important pay is to employees and concerns (on the part of employers and/or employees) about the unintended negative (in addition to intended positive) consequences of pay and pay for performance (PFP) decisions remain. For employers, these include claims that PFP can provoke undesirable employee behaviors and undermine employee intrinsic motivation and creativity, and that PFP-related organizational change is difficult to implement successfully. For employees, concerns include claims that PFP programs negatively affect employee health, well-being, and financial security. We address and evaluate these concerns in light of theory and evidence and emphasize the need to examine not only the potential negative but also the potential positive consequences of pay and PFP decisions. The strength of PFP effects is greater to the degree that pay is important to employees. Further, in the global context, where much of the world has lower income and higher poverty rates than in the higher productivity economies (e.g., the United States, Europe), we often study pay's importance and thus PFP's impact may be greater.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"531-559"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70037","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147565857","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

How Can Firms Enhance Perceptions of Return-to-Office When Restricting Autonomy Over Where Work Occurs? 企业如何在限制工作地点自主权的情况下提高员工重返办公室的意识？

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-23 DOI: 10.1002/hrm.70034

Matthew B. Perrigino, Nina Granqvist, Roshni Raveendhran, Lusi Wu

{"title":"How Can Firms Enhance Perceptions of Return-to-Office When Restricting Autonomy Over Where Work Occurs?","authors":"Matthew B. Perrigino, Nina Granqvist, Roshni Raveendhran, Lusi Wu","doi":"10.1002/hrm.70034","DOIUrl":"https://doi.org/10.1002/hrm.70034","url":null,"abstract":"<div>\u0000 \u0000 <p>As return-to-office (RTO) policies grow in popularity, firms are struggling to quell resistance from employees—especially since RTO policies inherently restrict autonomy over where work occurs. Integrating HRM system strength and signaling theory with our critique that firms are often depicted as far more passive in the work-life flexibility literature than they are in practice, we theorize a process of RTO conversion as to how firms address the recoil effect they create (i.e., employee resistance) when introducing RTO. We conceptualize employees' perceptions of RTO as a continuum ranging from “employer-friendly” (low) to “employee-friendly” (high) based on the extent to which firms consider and rectify how on-site requirements misalign with employees' preferences for autonomy over where work occurs. Our work underscores the complexity of how RTO unfolds in practice, involving ongoing, dynamic efforts across multiple business functions to convert and sustain perceptions of RTO as employee-friendly. A core theme throughout is that an emphasis on quality of work life—specifically, enhancing the physical and psychosocial features of the workplace to improve employees' extrinsic and intrinsic on-site experiences—functions as a potentially viable <i>substitute</i> for autonomy over where work occurs. We also discuss implications for CEOs, HR leaders, strategy, policies, and practices.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"431-446"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147568154","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

The Dynamics and Complexities of Return-to-Office Policies 离职政策的动态和复杂性

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-24 DOI: 10.1002/hrm.70041

Wayne F. Cascio

引用次数: 0

Age-Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity 作为资源通道的年龄包容性人力资源实践：通过就业能力和工作不安全感解释退休意图

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-05 DOI: 10.1002/hrm.70036

Ulrike Fasbender, Ariane Froidevaux, Ute-Christine Klehe

{"title":"Age-Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity","authors":"Ulrike Fasbender, Ariane Froidevaux, Ute-Christine Klehe","doi":"10.1002/hrm.70036","DOIUrl":"https://doi.org/10.1002/hrm.70036","url":null,"abstract":"<p>To decide about retirement, employees assess and react to their work environment, including age-inclusive HR practices. Age-inclusive HR practices ensure equal access to key HR functions for all employees—regardless of age, for example, training and development for all age groups, unlike age-specific HR practices, which target older workers exclusively, for example, development opportunities for older workers. In this study, we uncover why age-inclusive HR practices are effective in retaining older employees. Using a conservation of resources theory approach, we explain that age-inclusive HR practices can enhance older employees' employability (i.e., perceived ability to realize job opportunities within and between employers) and reduce their job insecurity (i.e., perceived risk of a decline in job quality, including working conditions, career prospects, and salary). Employability, conversely, weakens employees' retirement intentions, while job insecurity strengthens these intentions. We use a three-wave design with 758 older employees and path analysis, controlling for age-specific HR practices, to demonstrate the unique effect of age-inclusive HR practices on employees' retirement intentions. Findings showed that age-inclusive HR practices (beyond age-specific HR practices) were indirectly linked to employees' retirement intentions via job insecurity but not employability, emphasizing their importance for resource loss prevention as a means for older employees' retention.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"473-491"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70036","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147563409","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

Algorithmic Reliability at the Helm: Investigating the Relationship Between Experienced Algorithmic Reliability, Trust, and Work Engagement in the Gig Economy 算法可靠性掌舵：研究零工经济中经验丰富的算法可靠性、信任和工作投入之间的关系

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-07 DOI: 10.1002/hrm.70033

Ying Lu, Miles M. Yang, Rebecca Mitchell, Brendan Boyle, Jun Gu

{"title":"Algorithmic Reliability at the Helm: Investigating the Relationship Between Experienced Algorithmic Reliability, Trust, and Work Engagement in the Gig Economy","authors":"Ying Lu, Miles M. Yang, Rebecca Mitchell, Brendan Boyle, Jun Gu","doi":"10.1002/hrm.70033","DOIUrl":"https://doi.org/10.1002/hrm.70033","url":null,"abstract":"<div>\u0000 \u0000 <p>In the gig economy, the role of artificial intelligence (AI) in managing human resource functions such as task allocation and performance management is increasingly significant. However, there is limited understanding of how the reliability of these functions, as experienced by workers, impacts their trust and engagement. Grounded in the transactional model of stress and coping, this study examines the influence of experienced algorithmic reliability on gig workers' trust in their platforms and their subsequent work engagement. We further explore how occupational stigma consciousness moderates this mediated relationship. Through a time-lagged survey of 332 gig workers, our findings indicate that reliable algorithmic management experiences significantly enhance trust and subsequently work engagement. Moreover, this relationship is complicated by occupational stigma consciousness, which can diminish the positive effects of algorithmic reliability on trust and engagement. This study deepens our understanding of technology-mediated work environments, emphasizing the critical role of workers' experiences with AI-driven HRM functions in enhancing engagement and well-being.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"493-509"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147563980","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

Work Has Changed, Has HRM? Designing for the Distributed, Fragmented, and Fluid Era 工作变了，人力资源管理变了吗？面向分布式、碎片化和流动时代的设计

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-09-27 DOI: 10.1002/hrm.70028

Černe Matej, Lamovšek Amadeja

引用次数: 0

The Double-Edged Sword Effect of Green Human Resource Management Practices on Employees' Green Behaviors at Home 绿色人力资源管理实践对员工家庭绿色行为的双刃剑效应

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-02 DOI: 10.1002/hrm.70031

Jian Peng, Lunwen Wu, Kui Yin

{"title":"The Double-Edged Sword Effect of Green Human Resource Management Practices on Employees' Green Behaviors at Home","authors":"Jian Peng, Lunwen Wu, Kui Yin","doi":"10.1002/hrm.70031","DOIUrl":"https://doi.org/10.1002/hrm.70031","url":null,"abstract":"<div>\u0000 \u0000 <p>While increasing evidence supports the workplace benefits of green human resource management (HRM) practices, this research explores how and when employees' experiences with these practices influence their green behaviors at home. Drawing on the work-home resource model, this study examines the dual mechanisms of green job demands and resources while also exploring the moderating role of proactive vitality management. Study 1, a four-wave time-lagged survey, revealed that experienced green HRM practices were associated with both green job demands and green job resources. On the one hand, green job demands led to increased green job fatigue, which in turn reduced green behaviors at home. On the other hand, green job resources fostered green self-efficacy, which subsequently enhanced green behaviors at home. Importantly, the negative indirect relationship between green HRM practices and green behaviors at home via green job demands and green job fatigue was stronger when employees' proactive vitality management was low, whereas the positive indirect relationship via green job resources and green self-efficacy was stronger when proactive vitality management was high. Study 2, a four-wave cross-lagged survey, replicated the findings of Study 1 and further clarified the causal direction of these relationships. This research contributes to the literature on green HRM practices by uncovering their cross-domain implications and highlighting both their benefits and costs.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"325-350"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147562523","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

The Role of Status Incongruence in Employee Responses to Participative Leadership 地位不一致在员工对参与式领导反应中的作用

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-09 DOI: 10.1002/hrm.70035

Seo-Young Byun, İlhami Yücel, Orlando Richard, María del Carmen Triana

{"title":"The Role of Status Incongruence in Employee Responses to Participative Leadership","authors":"Seo-Young Byun, İlhami Yücel, Orlando Richard, María del Carmen Triana","doi":"10.1002/hrm.70035","DOIUrl":"https://doi.org/10.1002/hrm.70035","url":null,"abstract":"<p>Although prior research has focused on the negative effect of status incongruence, this paper offers an optimistic perspective as it relates to participative leadership. Status incongruence refers to a situation in which status characteristics of the supervisor and the subordinate are opposite to standard norms. Leaders who are younger, less educated, less experienced, or shorter tenured than their followers are status incongruent. Incorporating role congruity theory with the participative leadership literature, we argue that participative leaders in status incongruence will be able to boost subordinate affective commitment and organizational citizenship behaviors more than their counterparts with lower status incongruence. We further propose a moderated mediation model whereby the positive indirect relationship between participative leadership and subordinate organizational citizenship behaviors through affective commitment will be stronger for status incongruent dyads. By finding support for our hypotheses across two field studies, this work suggests role congruity theory to consider leadership style as well as multiple status indicators together in understanding how role (in)congruity arises for leaders with varying levels of status incongruence. Suggestions for how human resource (HR) managers should consider leadership style as part of their HR strategy for fostering participative workplaces are offered.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"511-529"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70035","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147564372","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