Human Resource Management最新文献

Managing Virtual Work: An Integrative Framework for Human Resource Management 虚拟工作管理：人力资源管理的综合框架

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-06-19 DOI: 10.1002/hrm.70087

Tobias Blay, Fabian Jintae Froese, Sumita Raghuram, Bradford S. Bell, Agnes Bäker

{"title":"Managing Virtual Work: An Integrative Framework for Human Resource Management","authors":"Tobias Blay, Fabian Jintae Froese, Sumita Raghuram, Bradford S. Bell, Agnes Bäker","doi":"10.1002/hrm.70087","DOIUrl":"https://doi.org/10.1002/hrm.70087","url":null,"abstract":"Virtual work has become a defining feature of contemporary organizations, yet Human Resource Management (HRM) scholarship lacks an integrated understanding of how it should be managed. We address this disconnect by shifting the focus from individual and team experiences to the organizational management of virtual work through HRM. We conceptualize virtual work and organize prior research along four dimensions: spatial, temporal, technological, and employment relationship. Building on this, we develop an integrative framework based on two axes, the degree of virtuality and the nature of the employment relationship, from which four forms of virtual work emerge and between which organizations may transition: co-located, hybrid, fully virtual, and virtual gig work. We delineate four corresponding HRM roles and their implications for managing and transitioning between these arrangements: traditional, integrative, enabling and empowering, and algorithmic HRM. We conclude by outlining future research directions to advance HRM in virtual work, with a focus on emerging technologies, global contexts, and rethinking theoretical perspectives and methodological approaches.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1387-1405"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70087","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862211","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

When Do Employees Choose to Invest in Their Firms? An Empirical Examination of Factors Affecting Employees' Participation in Employee Stock Purchase Plans 员工什么时候会选择投资他们的公司？员工参与员工股票购买计划的影响因素实证研究

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-05-19 DOI: 10.1002/hrm.70077

Joo Hun Han, So Ri Park, Joseph R. Blasi, Douglas L. Kruse, William G. Castellano

{"title":"When Do Employees Choose to Invest in Their Firms? An Empirical Examination of Factors Affecting Employees' Participation in Employee Stock Purchase Plans","authors":"Joo Hun Han, So Ri Park, Joseph R. Blasi, Douglas L. Kruse, William G. Castellano","doi":"10.1002/hrm.70077","DOIUrl":"https://doi.org/10.1002/hrm.70077","url":null,"abstract":"The present study examined factors predicting employee participation in employee stock purchase plans (ESPPs). Despite the plausible benefits of ESPPs for participating employees, many employees do not participate in ESPPs even when they are eligible. To shed light on this puzzle, we investigated key variables related to the plan (i.e., discount rates), the firm (i.e., stock price movements), and an external event (i.e., COVID-19 pandemic) in relation to employees' participation in ESPPs. Using a unique proprietary dataset on employee stock purchases from 40 publicly traded companies with a total of 1,005,300 employees, we found that discount rates and past stock price increases, on their own, were not associated with higher participation. However, these relationships became significantly positive when past stock prices displayed stability rather than volatility during certain pre-participation periods. In addition, we observed that the firms in our dataset had significantly higher ESPP participation rates during (vs. before) the pandemic. These findings offer various research and practical implications, extending the compensation and employee ownership literature that has paid little attention to the predictors of employees' ESPP participation.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1253-1274"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70077","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862194","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

Correction to “Creative Performance Pressure as a Double-Edged Sword for Creativity: The Role of Appraisals and Resources” 对“创造性表现压力是创造力的双刃剑：评价和资源的作用”的修正

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-06-14 DOI: 10.1002/hrm.70085

{"title":"Correction to “Creative Performance Pressure as a Double-Edged Sword for Creativity: The Role of Appraisals and Resources”","authors":"","doi":"10.1002/hrm.70085","DOIUrl":"https://doi.org/10.1002/hrm.70085","url":null,"abstract":"\u0000 Liu, F., P. Li, T. W. Taris, and M. C. W. Peeters. 2022. “ Creative Performance Pressure as a Double-Edged Sword for Creativity: The Role of Appraisals and Resources.” Human Resource Management 61, no. 6: 663–679. https://doi.org/10.1002/hrm.22116.\u0000 On page 7, in Section 2.2.2, “Sample 2,” the fit index label “TFI” was incorrect and should read “TLI.” The sentence should read: “As shown in Table 2, a reasonable fit was found for the hypothesized three-factor model (χ2 = 120.18, df = 62, RMSEA = 0.06, CFI = 0.98, TLI = 0.98, SRMR = 0.04).”On page 7, in Table 2, the column heading “TFI” was incorrect and should read “TLI.”On page 8, in Section 4.2.1, “Confirmatory factor analyses (CFA),” the fit index label “TFI” was incorrect and should read “TLI.” The sentence should read: “The data demonstrated a reasonable fit with the hypothesized six-factor model (χ2 = 768.51, df = 419, RMSEA = 0.06, CFI = 0.93, TLI = 0.92, SRMR = 0.05).”These corrections concern typographical errors only and do not affect the analyses, results, interpretations, or conclusions of the article.We apologize for this error.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":""},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70085","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862287","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

I Can't Get no Satisfaction! Examining the Impact of Remote Work Reduction on Employee Job Satisfaction 我不能得到满足！研究减少远程工作对员工工作满意度的影响

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-06-14 DOI: 10.1002/hrm.70084

Gustavo Moreira Tavares, Tatiana Iwai, Jefferson de Oliveira Moura

{"title":"I Can't Get no Satisfaction! Examining the Impact of Remote Work Reduction on Employee Job Satisfaction","authors":"Gustavo Moreira Tavares, Tatiana Iwai, Jefferson de Oliveira Moura","doi":"10.1002/hrm.70084","DOIUrl":"https://doi.org/10.1002/hrm.70084","url":null,"abstract":"<div>\u0000 \u0000 The COVID-19 pandemic catalyzed a global shift toward working from home (WFH), potentially reshaping workplace norms and employee expectations. As organizations began scaling back previously available WFH arrangements in the post-pandemic period, questions emerged about how such changes affect employee satisfaction. Drawing on psychological contract theory, this study examines how reductions in WFH availability influence employee job satisfaction and tests psychological contract violation as the key causal mechanism underlying this relationship. Using two complementary studies, we provide evidence that scaling back WFH availability leads to declines in employee job satisfaction after the pandemic. The first study leverages longitudinal organizational data from U.S. federal agencies spanning 2016 to 2023 and a quasi-experimental research design to examine how sharper reductions in WFH availability affect employee job satisfaction. The second study uses a scenario-based experimental design to demonstrate that reductions in WFH availability increase perceptions of psychological contract violation, which in turn reduce job satisfaction. Together, these findings highlight that post-pandemic reductions in previously available flexibility are not merely logistical adjustments, but meaningful relational changes with important implications for employee attitudes.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1367-1384"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862351","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

Timing Matters: How Pay-For-Performance Payment Timing Motivates Lower-Performing Employees in Pay-For-Performance Systems 时机问题：如何在绩效薪酬制度中激励表现较差的员工

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-05-21 DOI: 10.1002/hrm.70079

Xiaoyue Wu, Wei He, Jingzhou Pan

{"title":"Timing Matters: How Pay-For-Performance Payment Timing Motivates Lower-Performing Employees in Pay-For-Performance Systems","authors":"Xiaoyue Wu, Wei He, Jingzhou Pan","doi":"10.1002/hrm.70079","DOIUrl":"https://doi.org/10.1002/hrm.70079","url":null,"abstract":"<div>\u0000 \u0000 Within pay-for-performance (PFP) systems, employee motivation changes over time. Lower-performing employees, in particular, are more likely to reduce their effort in the future as their expectancy perceptions weaken. This study examines a critical yet underexplored design feature of PFP systems: PFP payment timing, which refers to the temporal distance between performance feedback and reward disbursement. Drawing on expectancy theory, we propose that instant PFP payments exert stronger incentive effects on future performance among lower-performing employees than do delayed PFP payments. We test these hypotheses using a field experiment conducted in a real estate sales firm. The results indicate that, relative to delayed PFP payments, instant PFP payments improve the subsequent performance of lower-performing employees, although this effect attenuates over time. These findings underscore that PFP payment timing is a human resource management intervention for sustaining motivation among lower-performing employees, while also revealing the temporal limits of its effectiveness.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1275-1288"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862352","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

Am I Just a Digital Puppet? Exploring the Impact of Electronic Performance Monitoring and Supervisor Monitoring on Employee Performance From the Perspective of Objectification Theory 我只是一个数字木偶吗？从客观化理论的角度探讨电子绩效监控与主管监控对员工绩效的影响

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-07-29 DOI: 10.1002/hrm.70089

Lixun Zheng, Wen Cheng, Wenzhu Lu, Xiaoming Zheng

{"title":"Am I Just a Digital Puppet? Exploring the Impact of Electronic Performance Monitoring and Supervisor Monitoring on Employee Performance From the Perspective of Objectification Theory","authors":"Lixun Zheng, Wen Cheng, Wenzhu Lu, Xiaoming Zheng","doi":"10.1002/hrm.70089","DOIUrl":"https://doi.org/10.1002/hrm.70089","url":null,"abstract":"<div>\u0000 \u0000 Electronic performance monitoring (EPM) has been widely used in organizations in the expectation of promoting performance. However, its effectiveness sometimes falls short of these expectations. Most previous studies have examined EPM's side effects from the perspective of psychological reactance, treating it simply as a monitoring stressor. To extend this literature, we draw on workplace objectification theory and propose that EPM fosters employees' perceived objectification by signaling objectifying cues, which in turn undermines employee job performance. Moreover, supervisor monitoring styles (observational and interactional) can either strengthen or weaken the relationship between EPM and perceived objectification. We tested our model using an online experiment with 199 US participants and a multi-wave field survey with 294 Chinese employees, and all hypotheses were supported. Theoretically, this research complements the psychological reactance perspective in EPM research by introducing perceived objectification as a humanity-related mechanism through which EPM may shape employee performance. We also advance workplace objectification theory by extending its scope from human–human interactions to human–technology interactions. Practically, we offer guidance on preserving employees' humanity while adopting technological and human monitoring to maintain performance.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1429-1447"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862559","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

Enforced but not Enacted: How Return-to-Office Policies Reshape Boundary Enactment, Work-Location Volition, and Eudaimonic Wellbeing 强制而非颁布：重返办公室政策如何重塑边界制定、工作地点意愿和幸福感

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-06-07 DOI: 10.1002/hrm.70080

Michael E. Clinton, Tara Reich, Amanda Jones, Huiyu Wu

{"title":"Enforced but not Enacted: How Return-to-Office Policies Reshape Boundary Enactment, Work-Location Volition, and Eudaimonic Wellbeing","authors":"Michael E. Clinton, Tara Reich, Amanda Jones, Huiyu Wu","doi":"10.1002/hrm.70080","DOIUrl":"https://doi.org/10.1002/hrm.70080","url":null,"abstract":"HR faces a conundrum over how to organize hybrid working patterns given the pros and cons associated with conducting work across multiple domains. Many organizations are currently seeking to clarify and often increase the requirements for employee presence at employer premises, meaning studies are needed to better understand how HR should look to influence decision-making regarding office attendance practices. We draw on theories of boundary control to examine the relationship between return-to-office (RTO) policy enforcement, office time, and eudaimonic worker wellbeing; specifically work-related vitality and work meaningfulness. We propose that enforced RTO policies serve to lower eudaimonic wellbeing via reducing both the psychological experiences of volition (working from one's preferred location) and control (being able to choose where one works). Across two time-lagged survey studies, including a field study in an organization implementing a new RTO policy (Study 1), we find broad support for our propositions. We further find higher office time does not automatically follow RTO policy implementation and that office time is unrelated to eudaimonic worker wellbeing. In our third study, interview data collected over 2 years from key stakeholders of the RTO implementation allows us to explore unresolved and new questions prompted by the two survey studies. We discuss these findings in relation to building theory-informed insights into office attendance policies and the importance of worker volition and control over hybrid working patterns.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1331-1351"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70080","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862434","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

Partnerships for Social Cohesion and Social Impact: How Corporate-Community Co-Development Constitutes an Impactful HR Initiative 社会凝聚力和社会影响的伙伴关系：企业-社区共同发展如何构成一个有影响力的人力资源倡议

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-07-02 DOI: 10.1002/hrm.70088

Cristina B. Gibson, Jennifer Gibbs, Nitzan Navick, Kimberly McGinnis

{"title":"Partnerships for Social Cohesion and Social Impact: How Corporate-Community Co-Development Constitutes an Impactful HR Initiative","authors":"Cristina B. Gibson, Jennifer Gibbs, Nitzan Navick, Kimberly McGinnis","doi":"10.1002/hrm.70088","DOIUrl":"https://doi.org/10.1002/hrm.70088","url":null,"abstract":"Organizational scholars have begun to recognize the importance of social cohesion, but we know little about how it can lead to broader social impact, and even less about the role of human resource management (HRM) in these processes. To investigate this link, we examined corporate community co-development as a particularly impactful HRM initiative. The program involved a Silicon Valley technology company partnering with five nonprofit organizations. Our study comprised a comprehensive mixed-method longitudinal design involving 62 interviews and 382 h of field observations combined with a large-scale quantitative survey (n = 1101). The findings reveal that HR managers not only facilitated the logistics of the program but also helped to create three generative tensions: the balancing of belonging and uniqueness, of the familiar and the unfamiliar, and of within-sector and across-sector connections. HRM helped participants navigate these tensions through specific processes that combined human and social capital to develop social cohesion. We also empirically demonstrate that social cohesion was positively associated with social impact in both the company and the nonprofits.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1407-1427"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70088","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862428","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

Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025) 回顾与展望：战略人力资源管理系统与绩效的实证研究三十年（1995-2025）

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-04-22 DOI: 10.1002/hrm.70074

Xiaoxuan Zhai, Cherrie Jiuhua Zhu, Mingqiong Mike Zhang

{"title":"Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)","authors":"Xiaoxuan Zhai, Cherrie Jiuhua Zhu, Mingqiong Mike Zhang","doi":"10.1002/hrm.70074","DOIUrl":"https://doi.org/10.1002/hrm.70074","url":null,"abstract":"Research on how to leverage high-performance work systems (HPWS) and other strategic human resource management (HRM) systems to improve performance outcomes has long been a cornerstone of the HRM discipline. This study offers a comprehensive mapping of the field through bibliometric analysis and a thematic synthesis of 3503 peer-reviewed articles published across 156 leading journals from 1995 to 2025. By revisiting the HRM-performance relationship and tracing the evolving trajectories of scholarly inquiry, the review identifies four major thematic domains: (1) configurational HRM architectures, (2) multilevel HRM-performance impacts, (3) “black box” mechanisms that mediate and moderate the HRM-performance link, and (4) emerging topics in HRM systems in responding to crises and socio-technological changes. The review finds evidence for complex transmitting patterns through which HRM systems improve performance, characterized by a horizontally interwoven and vertically multi-level nature. The study addresses longstanding conceptual fragmentation by clarifying the structure and theorization of HRM systems and contributes a synthesized framework to guide future research. It also highlights promising but underexplored avenues, such as the role of algorithmic HRM, methodological pluralism, and configurational logics, in advancing the understanding of HRM-performance dynamics. Practical implications are elaborated, translating theoretical findings into actionable guidance for practitioners.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1229-1251"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70074","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862353","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

Prompting, Facilitating, and Legitimizing: How Work-Life Flexibility Policies and Relational Others Shape Boundary Management 促使、促进和合法化：工作-生活弹性政策和关系他人如何塑造边界管理

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-06-01 DOI: 10.1002/hrm.70081

Giulia Giunti, Laura Radcliffe, Rory Donnelly, Ragnhild Nordset

{"title":"Prompting, Facilitating, and Legitimizing: How Work-Life Flexibility Policies and Relational Others Shape Boundary Management","authors":"Giulia Giunti, Laura Radcliffe, Rory Donnelly, Ragnhild Nordset","doi":"10.1002/hrm.70081","DOIUrl":"https://doi.org/10.1002/hrm.70081","url":null,"abstract":"As hybrid working blurs boundaries between work and nonwork, it is critical we understand how these boundaries are negotiated by employees. Existing literature establishes that work-life flexibility policies and relational others shape their boundary management, yet the mechanisms through which they do so remain underspecified. Drawing on border theory, we examine how these policies and relational others within and outside work influence the construction of employees' work–nonwork boundaries. Qualitative data were collected from hybrid working academics with varied relational circumstances through interviews aided by photo-elicitation, revealing the complexity of their boundary management. Our findings make three contributions to border theory and HRM scholarship and practice. First, we extend border theory by theorizing the critical mechanisms through which relational others and work-life flexibility policies shape employees' boundary management by prompting, facilitating, and legitimizing boundaries. Second, we reveal the complexity that arises when multiple boundary-keepers act simultaneously, at times reinforcing and at others undermining one another. Third, we offer a more differentiated understanding of how flexible working policies inform employee boundaries in practice, demonstrating that they can also prompt, facilitate, and legitimize these boundaries, or fail to do so. These findings generate important implications for how work-life flexibility policies are designed, implemented, and evaluated.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1289-1308"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70081","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862217","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