Human Resource Management最新文献

{"title":"The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well-Being, Performance, and Motivation","authors":"Grant M. Brady,&nbsp;David M. Cadiz,&nbsp;Donald M. Truxillo,&nbsp;Sara Zaniboni","doi":"10.1002/hrm.22260","DOIUrl":"https://doi.org/10.1002/hrm.22260","url":null,"abstract":"<div>\u0000 \u0000 <p>The workforce is aging and becoming more age-diverse. To better support people working across the lifespan, it is important to understand the barriers they face and the consequences of such barriers. Drawing on the job demands-resources model, we evaluate the negative effects of age discrimination on employees' perceived work ability and the subsequent consequences for employee well-being, performance, and motivation. Using two field samples, with two and three data collection time-points respectively, we hypothesize and find support for age discrimination's direct negative effect on perceived work ability. Moreover, we find support for our hypotheses that age discrimination will have negative indirect effects on employee well-being, performance, and motivation through perceived work ability. Together, these studies contribute to the aging workforce literature and extend both the age discrimination and work ability literatures by identifying a mechanism through which age discrimination leads to negative consequences for employee well-being and work outcomes.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"247-264"},"PeriodicalIF":6.0,"publicationDate":"2024-10-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143121054","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":"Career Guidance and Employment Issues for Neurodivergent Individuals: A Scoping Review and Stakeholder Consultation","authors":"Sven Bölte,&nbsp;Joseph Alexander Carpini,&nbsp;Melissa H. Black,&nbsp;Allan Toomingas,&nbsp;Frida Jansson,&nbsp;Peter B. Marschik,&nbsp;Sonya Girdler,&nbsp;Marina Jonsson","doi":"10.1002/hrm.22259","DOIUrl":"https://doi.org/10.1002/hrm.22259","url":null,"abstract":"<p>Growing recognition of neurodivergence amongst individuals poses challenges for career counselors and human resource practitioners when advising, guiding, and supporting the careers of this diverse group. Despite the potential for neurodivergent individuals to contribute to organizations, career guidance for these individuals is a relatively new area. We conducted a multidisciplinary project comprising a scoping review and stakeholder consultation to generate evidence-based recommendations for identifying and supporting career paths that lead to positive employment outcomes for neurodivergent individuals. The scoping review included 78 articles on career guidance and associated employment issues (e.g., facilitators and barriers to employment) for neurodivergent individuals, while stakeholders, including neurodivergent individuals, counselors, and others, provided insights into their employment experiences. Our scoping review yielded nine themes: career guidance practice, predictors of employment, employment interventions, different forms of employment, work barriers and facilitators, strengths and challenges, person-job fit, occupation and industry fit, and employment outcomes. The stakeholder consultations complemented the scholarly themes. Results were interpreted using the Stone and Colella theoretical model of factors influencing the treatment of people with disabilities. The model was extended across educational and work contexts, and to include the nature of occupations and industries. Building on this project and our overarching theoretical model, we map a future research agenda for the study of careers amongst neurodivergent individuals. Specifically, we highlight persistent methodological limitations of the literature before turning to theoretical implications across career stages. We conclude with practical implications for career counselors and human resource practitioners. Ultimately, our review calls for researchers and practitioners to help promote sustainable, high-quality, and fulfilling careers for neurodivergent individuals.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"201-227"},"PeriodicalIF":6.0,"publicationDate":"2024-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22259","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143120556","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":"A Strengths-Based Human Resource Management Approach to Neurodiversity: A Multi-Actor Qualitative Study","authors":"Amber Kersten,&nbsp;Frederike Scholz,&nbsp;Marianne van Woerkom,&nbsp;Manon Krabbenborg,&nbsp;Luca Smeets","doi":"10.1002/hrm.22261","DOIUrl":"https://doi.org/10.1002/hrm.22261","url":null,"abstract":"<p>Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (<i>n</i> = 15), supervisors of neurodivergent employees (<i>n</i> = 4), and neurodivergent employees (<i>n</i> = 11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"229-245"},"PeriodicalIF":6.0,"publicationDate":"2024-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22261","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143120268","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 Double Empathy Problem and Person-Environment Fit: Mutual Understanding and Bidirectional Adjustment in Autistic Talent Acquisition","authors":"Nicole Drader-Mazza,&nbsp;Virginie Lopez-Kidwell,&nbsp;Fizza Kanwal,&nbsp;Rhonda K. Reger,&nbsp;Timothy J. Vogus","doi":"10.1002/hrm.22258","DOIUrl":"https://doi.org/10.1002/hrm.22258","url":null,"abstract":"<div>\u0000 \u0000 <p>Organizations are starting to actively invest in hiring initiatives aimed at recruiting autistic talent. However, given many of these initiatives are in their infancy, knowledge of autism and how best to assess and support autistic employees is low. Building on person-environment fit (P-E fit) theory and the double empathy problem, we examine how neurodiversity employment programs build mutual understanding and construct fit between autistic employees and their hiring organizations. We further explore the role of third-party neurodivergent talent consultants (NTCs) in aiding these efforts during the birth stage of the cycle of talent. In Study 1, we use action research involving in-depth structured interviews of participants (managers, coaches, and autistic employees) in a neurodiversity employment program at a major corporation in the financial services industry, supplemented with additional interviews of hiring managers and coaches with similar roles in other organizational settings. In Study 2, we collect qualitative survey data from autistic adults participating in other neurodiversity employment programs. Using these data, we explicate the practices that remove barriers to autistic employment and processes of ongoing coaching and support from NTCs that build and manage the double empathy problem by enhancing mutual understanding and increasing the perceptions of fit. We find that NTCs facilitate the acquisition of autistic talent through revised job search and recruitment (e.g., tailored job descriptions), alternative screening procedures (e.g., hands-on assessments), and supported socialization and onboarding (e.g., communication, networking).</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"181-199"},"PeriodicalIF":6.0,"publicationDate":"2024-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143119153","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":"Family First: An Integrative Conceptual Review of Nepotism in Organizations","authors":"Pauline Schilpzand,&nbsp;Constantin Lagios,&nbsp;Simon Lloyd D. Restubog","doi":"10.1002/hrm.22253","DOIUrl":"https://doi.org/10.1002/hrm.22253","url":null,"abstract":"<div>\u0000 \u0000 <p>Workplace nepotism, the preferential treatment based on kinship or familial ties, is a pervasive phenomenon that permeates every corner of our global workforce, transcending cultures, countries, industries, and organizations. Despite its ubiquitous presence, research on nepotism remains fragmented and scattered, with diverse disciplines seldom converging or cross-referencing one another. In this integrative review, we synthesize, integrate, and critically assess the extant body of knowledge about workplace nepotism. Our aim is to provide HR scholars with a panoramic view of the known, the unknown, and the uncharted territories to move the field forward. To this end, we first provide a clear conceptualization of nepotism, setting it apart from closely related constructs. Second, we offer a comprehensive review of empirical evidence that summarizes the antecedents, consequences, and theoretical foundations of nepotism. Importantly, our review adopts an actor-centric perspective, advocating that three main sets of actors are meaningfully involved in nepotism (i.e., instigators, beneficiaries, and third parties), thereby contributing to theory by showing that nepotism may differentially relate to outcomes depending on which actor's perspective is taken. Third, we identify the shortcomings related to theory, methods, and measures, while identifying best practices. In particular, we offer insights into how future scholarship may meaningfully extend this literature. Finally, we provide evidence-based guidelines for how organizations and their leaders may develop and refine their policies regarding the hiring, promotion, evaluation, and compensation of family members and relatives.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"157-180"},"PeriodicalIF":6.0,"publicationDate":"2024-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143117872","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":"Revitalizing Colleague-Specific Human Capital: Boomerang and Pipeline-Based Hiring in a 41-Year Multilevel Study of Employee Mobility","authors":"Lan Wang,&nbsp;Rick Cotton","doi":"10.1002/hrm.22255","DOIUrl":"https://doi.org/10.1002/hrm.22255","url":null,"abstract":"<div>\u0000 \u0000 <p>Amidst the decline of permanent employment contracts and the rapid shortening of career cycles, organizations often face challenges in fully capitalizing on employee mobility. This study adopts a multilevel perspective to explore how mobility impacts both individual and team performance, focusing on acquiring colleague-specific human capital through two talent acquisition strategies: boomerang hiring and pipeline-based hiring. Using a unique Major League Baseball database spanning 41 years, including 19,927 player-year records and 1156 team-year records, our analysis reveals that individuals engaged in boomerang and pipeline-based hiring and possessing higher levels of individual colleague-specific human capital, experience greater benefits from mobility in terms of individual performance. Moreover, these hiring strategies allow organizations to effectively harness colleague-specific human capital. Specifically, team performance is positively influenced by a greater proportion of boomerang hiring through team colleague-specific human capital resources. Similarly, a higher ratio of pipeline-based hiring, alongside other recurrent hiring practices, positively impacts team performance through team colleague-specific human capital resources. Our findings provide valuable insights for organizations aiming to rejuvenate their colleague-specific human capital resources through strategic hiring practices to achieve sustained success.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"137-155"},"PeriodicalIF":6.0,"publicationDate":"2024-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143114162","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":"Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety","authors":"Xiji Zhu,&nbsp;Xinxin Li,&nbsp;Dan Yang","doi":"10.1002/hrm.22254","DOIUrl":"https://doi.org/10.1002/hrm.22254","url":null,"abstract":"<div>\u0000 \u0000 <p>Understanding the workplace experiences of people with disabilities (PWD) is crucial for creating truly inclusive environments. We explore how perceived climate for inclusion affects social anxiety among employees with varying levels of disability severity. Adopting an interactionist perspective, we propose a mediated moderation model in which disability severity weakens the negative effect of perceived climate for inclusion on social anxiety, with this effect mediated by acceptance of disability. To test our hypotheses, we conducted two studies: one with a sample of Chinese employees and another with a culturally diverse sample. We found that the protective effect of perceived climate for inclusion on reducing social anxiety diminishes as disability severity increases, because individuals with more severe disabilities have lower levels of acceptance of disability. These findings underscore the complexities of fostering workplace inclusion and highlight the critical role of self-acceptance in shaping the effectiveness of inclusive initiatives. Our research contributes to the literature on disability, inclusion, and workplace diversity by revealing the nuanced dynamics that influence social anxiety among PWD in inclusive settings.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"117-136"},"PeriodicalIF":6.0,"publicationDate":"2024-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143114237","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":"Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility","authors":"Ahmed Mohammed Sayed Mostafa,&nbsp;Zeynep Y. Yalabik,&nbsp;Ceyda Maden Eyiusta,&nbsp;Monica Zaharie,&nbsp;Gaye Ozcelik","doi":"10.1002/hrm.22251","DOIUrl":"10.1002/hrm.22251","url":null,"abstract":"<p>In many countries, social care workers suffer from mistreatment from social care recipients. Such mistreatment poses a significant challenge from the human resource management (HRM) perspective as finding and retaining competent social care workers is a global challenge. However, only a few studies focus on the relationship between such mistreatment and social care workers' job and psychological resources. Drawing on the conservation of resources (COR) theory, our study sheds light on the relationship between social care recipients' incivility and the resilience of social care workers. Specifically, our study examines the mediating role of work meaningfulness on the care recipient incivility–care worker resilience link, and the moderating role of servant leadership on this mediated relationship. To test the proposed moderated mediation model, two studies were conducted in social care organizations in England (<i>n</i> = 248) and Romania (<i>n</i> = 296). Our results revealed that perceived care recipient incivility is indirectly and negatively related to care workers' resilience by undermining their perceptions of work meaningfulness. Moreover, when social care workers work under a servant leader, this indirect relationship becomes weaker. The discussion elaborates on the findings of our model as well as the theoretical and practical implications for the management of human resources in social care organizations.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"99-115"},"PeriodicalIF":6.0,"publicationDate":"2024-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22251","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142247372","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":"Feel the Pressure? Normative Pressures as a Unifying Mechanism for Relational Antecedents of Employee Turnover","authors":"Peter W. Hom,&nbsp;Kristie Rogers,&nbsp;David G. Allen,&nbsp;Mian Zhang,&nbsp;Cynthia Lee,&nbsp;Hailin Helen Zhao","doi":"10.1002/hrm.22250","DOIUrl":"https://doi.org/10.1002/hrm.22250","url":null,"abstract":"<p>Relational perspectives on turnover antecedents have gained momentum in recent years, highlighting three distinct relational forces underlying employees' turnover decisions—notably, job embeddedness, social capital, and turnover contagion. However, these distinct perspectives are typically examined independent of one another, with little theoretical integration or holistic understanding of the shared mechanisms through which these relational antecedents operate on turnover intentions and behavior. We propose a conceptual model integrating the three types of relational antecedents (specifying their unique effects), while positing normative pressures from work and nonwork relationships as a fundamental consideration underlying quit decisions that translates their effects on leaving. Our model tests find support for this common mediator, even when controlling for traditional mediating mechanisms (i.e., job attitudes and perceived alternatives). Our tests also include important cultural considerations, allowing for comparisons between national cultures in our sample of nearly 700 surveyed employees and their subsequent quit intentions and behaviors, spanning the USA, Hong Kong, and China. Our tests revealed that on- and off-the-job embeddedness reduces quit propensity while prospective colleague turnover boosts that propensity. Path analyses further determined that normative pressures predict quit propensity (beyond attitudes and alternatives), and that such pressures mediate how job embeddedness and prospective coworker turnover influence quit propensity. We tease apart these effects across national cultures and discuss theoretical and practical implications of our findings.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"77-98"},"PeriodicalIF":6.0,"publicationDate":"2024-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22250","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143111311","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":"Relational incongruence in neurodiverse workgroups: Practices for cultivating autistic employee authenticity and belonging","authors":"Natalie H. Longmire,&nbsp;Timothy J. Vogus,&nbsp;Adrienne Colella","doi":"10.1002/hrm.22248","DOIUrl":"10.1002/hrm.22248","url":null,"abstract":"<p>Although much research has sought to understand how employees come to align themselves with the social norms and routines of their workgroups, management theory has largely overlooked the possibility that such alignment might be fundamentally at odds with what it means to be autistic. Autism, which accounts for a large share of organizational neurodiversity, is associated with seeing and processing the world differently from the non-autistic societal norm. In the workplace, autistic employees often experience barriers to inclusion, in large part due fundamental dissimilarities in how they interact with and connect to others. To identify the barriers to autistic employees' workgroup inclusion, we develop a multilevel framework centered around relational incongruence, or differences in patterns of interrelating across (autistic and non-autistic) neurotypes. We propose that non-autistic workgroup norms (e.g., for the use of imprecise language) exacerbate relational incongruence, which in turn hinders experiences of authenticity and belonging for the autistic workgroup member. Finally, we identify managerial practices (e.g., relational job crafting) that are likely to protect against the negative consequences of relational incongruence, by fostering workgroup climates of normalized variance in patterns of interrelating and shared understandings across neurotypes.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 1","pages":"59-76"},"PeriodicalIF":6.0,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22248","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142180007","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}