Human Resource Management最新文献_第10页

Best friend or broken tool? Exploring the co-existence of humans and artificial intelligence in the workplace ecosystem 最好的朋友还是坏工具?探索人类和人工智能在工作场所生态系统中的共存

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-10-05 DOI: 10.1002/hrm.22147

Katja Einola, Violetta Khoreva

{"title":"Best friend or broken tool? Exploring the co-existence of humans and artificial intelligence in the workplace ecosystem","authors":"Katja Einola, Violetta Khoreva","doi":"10.1002/hrm.22147","DOIUrl":"10.1002/hrm.22147","url":null,"abstract":"Artificial intelligence (AI) has become an important topic in business literature and strategy talk. Yet, much of this literature is normative and conceptual in nature. How organizational members perceive AI and the job role changes that come with it is, so far, largely unknown territory for both HR scholars and practitioners. We sought to investigate the relationship between humans and AI and conducted an in-depth exploratory study into the co-existence of humans and two early-stage AI-solutions, one for “low-status” automation and another for “high-status”; augmentation. We suggest that different organizational groups may engage in distinctly different sensemaking processes regarding AI, an important insight for successful HRM strategies when AI is being introduced into the workplace. Moreover, contrary to recent conceptual work, our findings indicate that AI-enabled automation and augmentation solutions may not be detached from nor exist in tension with each other. They are deeply embedded in organizational processes and workflows for which people who co-exist with the technologies must take ownership. Our findings, in part, go against discussions on AI “taking over” jobs or deskilling humans. We describe a more nuanced version of reality fluctuating around the various ways different organizational groups encounter different AI-solutions in their daily work. Finally, our study warns against unconditional technological enthusiasm, managerial ignorance of the nature of work that employees undertake in different organizational groups, and a neglect of the time and effort required to successfully implement AI-solutions that affect not only the home organization but also members of the broader ecosystem.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 1","pages":"117-135"},"PeriodicalIF":6.6,"publicationDate":"2022-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22147","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46994516","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: 12

Does human resource system strength help employees act proactively? The roles of crisis strength and work engagement 人力资源系统的力量是否有助于员工主动行动？危机力量和工作投入的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-09-22 DOI: 10.1002/hrm.22145

Qi Song, Peiqi Guo, Rong Fu, Fang Lee Cooke, Yang Chen

引用次数: 4

Social networks and citizenship behavior: The mediating effect of organizational identification 社会网络与公民行为：组织认同的中介效应

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-09-22 DOI: 10.1002/hrm.22144

Thomas J. Zagenczyk, E. Erin Powell

{"title":"Social networks and citizenship behavior: The mediating effect of organizational identification","authors":"Thomas J. Zagenczyk, E. Erin Powell","doi":"10.1002/hrm.22144","DOIUrl":"https://doi.org/10.1002/hrm.22144","url":null,"abstract":"Are employees more likely to identify with their organization and engage in helping behaviors on its behalf if the coworkers who make up their social networks identify and help the organization? We draw on social information processing theory, social learning theory, and research on diffusion of innovation to develop a model that predicts how relational (advice ties) and structural (structural equivalence) factors predict organizational identification and organizational citizenship. We argue that OI is neither a matter of individual perceptions generated in isolation, nor a simple function of the number of ties that an employee has, but that it is instead an outcome of relations and interactions with coworkers, as reflected in the social structure of the employing organization. We tested our model by conducting a social network study of employees in a construction company. Our findings show that (1) employees tend to have similar levels of OI to the OI of their advice ties; (2) employees who are structurally equivalent tend to demonstrate similar levels of OCB; (3) similarity in OI mediates the relationship between advice ties and similarity in OCB; and (4) advice ties with high and moderate levels of OI are most strongly associated with similarity in OCB. In a supplementary analysis we show that the social influence model that we tested offers a better explanation for the role that the social context plays in shaping OI than does a “more ties, more OI” model. We discuss implications for theory and practice.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"461-475"},"PeriodicalIF":6.6,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22144","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50141132","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

Employee behavior in employee stock option plans: Why do some employees acquire company stock? 员工股票期权计划中的员工行为：为什么有些员工会收购公司股票？

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-09-08 DOI: 10.1002/hrm.22139

Andrew Pendleton, Andrew Robinson

引用次数: 0

Family CEO successor and firm performance: The moderating role of sustainable HRM practices and corporate philanthropy 家族CEO继任者与企业绩效：可持续人力资源管理实践与企业慈善事业的调节作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-09-04 DOI: 10.1002/hrm.22143

Yiyi Su, Jun Xia, Shaker A. Zahra, Jiayan Ding

引用次数: 2

Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition 赢得应聘者和影响求职者:雇主品牌与人才获取特刊简介

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-09-02 DOI: 10.1002/hrm.22140

Kang Yang Trevor Yu, Brian R. Dineen, David G. Allen, Anthony C. Klotz

引用次数: 6

High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment 高绩效工作系统与组织支持感:人力资源部门组织体现的贡献

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-08-31 DOI: 10.1002/hrm.22142

Kyoung Yong Kim, Kevin D. Clark, Jake G. Messersmith

引用次数: 5

Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination 建立然后拆除关系协调:在人力资源实践和关系协调之间区分功能和功能失调动态的机制

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-08-30 DOI: 10.1002/hrm.22141

Najung Kim, Sung-Chul Noh

{"title":"Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination","authors":"Najung Kim, Sung-Chul Noh","doi":"10.1002/hrm.22141","DOIUrl":"10.1002/hrm.22141","url":null,"abstract":"With the growing importance of relational coordination in today's multidisciplinary, interdependent work environment, practitioners are faced with challenges in designing and implementing relationship-oriented HR practices. We aim to identify key mechanisms either enabling or inhibiting the functional interplay between HR practices and relational coordination. Through an inductive qualitative study of a newsroom organization in Korea before and after the changes in its HR practices, we compared and contrasted functional and dysfunctional dynamics among HR practices, interpersonal relationships, and relational coordination. Before the changes, reporters coordinated across levels and functions as HR practices integrated formal and informal interactions and supported the shared notion on which professional behaviors and values are expected of a reporter. However, with the changes in HR practices, relational coordination among reporters dismantled as they experienced segregation between formal and informal interactions and upheld two different notions of journalistic values. Reporters were divided into two separate informal groups which rarely overlapped with formal work groups and these segregated interactions prevented reporters from sharing knowledge across levels and functions. Further, with the conflicting notion of journalistic values, reporters constantly debated over specific goals of practicing journalism and expressed disrespect toward those who held a different set of journalistic values. These findings redirect research by highlighting the fragility of relational coordination and the importance of designing HR practices which reflect formal and informal relational dynamics among employees and consolidate members under the same shared notion of professional values.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"529-546"},"PeriodicalIF":6.6,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45154872","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

Arousing employee pro-environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management 激发员工的环保行为：环保转型领导与绿色人力资源管理的协同效应

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-08-22 DOI: 10.1002/hrm.22138

Yu Tu, Yiqiong Li, Wenchao Zuo

{"title":"Arousing employee pro-environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management","authors":"Yu Tu, Yiqiong Li, Wenchao Zuo","doi":"10.1002/hrm.22138","DOIUrl":"10.1002/hrm.22138","url":null,"abstract":"Employee proactive pro-environmental behavior (PEB) has been increasingly emphasized as an essential behavior benefiting the environment and organizational sustainability. Nevertheless, both scholars and practitioners need a fuller yet nuanced understanding of the antecedents and boundary condition of PEB. Drawing from theories of cue consistency and proactivity, we advance an interaction perspective to explain how environmentally specific transformational leadership (ESTL) as guidance and green human resource management (GHRM) as normative practices interact to arouse employee PEB and how three fine-grained proactive psychological states of green self-efficacy, environmental self-accountability, and environmental passion transmit these effects. Two lab experiments constructively offered causal support for our main hypotheses, and a multilevel, multiphase, and multisource field study verified our integrative model and enhanced the generalizability of conclusions. Results indicated that in addition to the direct positive effects, organization-level GHRM, and individual-level ESTL also showed a synergy effect in predicting employee PEB. Three differentiated proactive psychological states positively linked the underlying processes, especially in the high-GHRM context. The findings highlight a multilevel antecedent framework of employee PEB and provide a useful attempt to answer the lingering debate about interactions between leadership and human resource management systems.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 2","pages":"159-179"},"PeriodicalIF":6.6,"publicationDate":"2022-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48426551","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: 10

A relational view of shiftwork: Co-scheduling with higher performers 轮班工作的关系视图：与绩效较高的员工共同安排

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-08-21 DOI: 10.1002/hrm.22137

Patrick E. Downes, Ella Sareum Lee

{"title":"A relational view of shiftwork: Co-scheduling with higher performers","authors":"Patrick E. Downes, Ella Sareum Lee","doi":"10.1002/hrm.22137","DOIUrl":"10.1002/hrm.22137","url":null,"abstract":"Research in HR has devoted little attention to the practice of scheduling shift workers into times and places to conduct their work. Relying upon the growing literature related to relational HR, we propose a relational view of scheduling that focuses on how employees' social contexts—particularly their being co-scheduled with higher performers—relate to changes in performance over time. We apply resource dependence and social learning theories to describe how employees' performance over time depends upon their working alongside higher performers. Higher performers consume limited resources (thereby constraining peers' performance in the short term), yet also provide instructive role models for learning new skills (thereby elevating peers' performance over the longer term). We further hypothesize these effects are stronger for employees who are newer to the firm in contrast to those with more experience. We analyze scheduling and performance data from 7,893 retail sales representatives over a 1-year period. Results show co-scheduling with higher performers has an immediate negative effect on employee performance, but is positively related to employee performance over time. Unexpectedly, co-scheduling effects were present for all employees and not only for those new to the organization. Our study points to the need for HR research on employee scheduling to better understand how shift workers' schedules provide the relational context for their work. The research offers several theoretical contributions in understanding the peer effects of higher performers, and we offer practical implications for managers seeking to design employees' schedules to encourage organizationally advantageous relationships between coworkers.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"429-443"},"PeriodicalIF":6.6,"publicationDate":"2022-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47605679","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