Human Resource Management最新文献

{"title":"Employee Digital Transformation Experience Towards Automation Versus Augmentation: Implications for Job Attitudes","authors":"Shuang Ren,&nbsp;Soumyadeb Chowdhury","doi":"10.1002/hrm.22313","DOIUrl":"https://doi.org/10.1002/hrm.22313","url":null,"abstract":"<p>As a growing number of organizations are leveraging emerging technologies to optimize their operations to stay competitive, digital transformation has fast become an integral part of employee experience at the intersection of their psychological states and the workplace. However, employee experience with digital transformation is heterogeneous given the different approaches organizations take toward this initiative. We hence simultaneously consider both the nature of the digital transformation (i.e., automation versus augmentation) and the presence versus absence of employee voice mechanisms. Drawing from psychological reactance theory, we argue that employee experience of automation-driven transformation will be more likely to engender psychological reactance, which in turn impacts important employee job attitudes, represented by job satisfaction, employment security, and turnover intention. We also argue that employee voice moderates this mediated relationship. Using data from two studies with different samples and research designs (an experimental design in Study 1 and a field survey in Study 2), the findings support our hypothesized relationships. The two-study approach helps to enhance the validity of the research and demonstrate the generalizability of findings, thereby strengthening our contributions to the literature. Overall, the studies theoretically extend understandings of how employees respond to digital transformation by offering new insights into the psychological reactance mechanism. We also provide practical implications for business and practitioners seeking to manage digital transformation in ways that enhance desired employee job attitudes.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1359-1379"},"PeriodicalIF":9.0,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22313","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929943","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":"Family Highs, Career Ties: The Benefits of Family-To-Work Enrichment for Work Promotion Focus, Networking, and Career Opportunities","authors":"Patricia C. Dahm,&nbsp;Theresa M. Glomb,&nbsp;Allison M. Ellis","doi":"10.1002/hrm.22311","DOIUrl":"https://doi.org/10.1002/hrm.22311","url":null,"abstract":"<div>\u0000 \u0000 <p>Traditional work-family research often frames family responsibilities as constraints on career success, emphasizing conflict over enrichment. This study challenges this perspective by integrating traditional work-family theory with regulatory focus theory, showing how family-to-work enrichment and conflict shape employees' work promotion focus, networking behaviors, and the development of professional social networks. Across a series of four studies using multiple methodologies, we investigate both short- and long-term effects. A 10-day experience sampling study of working professionals (<i>N</i> = 50) demonstrates that daily fluctuations in family-to-work interactions influence professional networking behaviors. On days with greater family-to-work enrichment, employees report higher promotion focus and increased network building behaviors, whereas family-to-work conflict reduces promotion focus and dampens networking activity. A scenario-based experiment (<i>N</i> = 409) bolsters this finding, showing that family-to-work enrichment enhances, while family-to-work conflict diminishes employees' likelihood of engaging in networking behaviors. An examination of longer-term effects on the professional social networks of participants in a corporate leadership development program (<i>N</i> = 137) finds that sustained family-to-work enrichment is linked to both larger and more diverse career guidance networks, a key driver of professional success. A LinkedIn follow-up study (<i>N</i> = 115) extends these findings by showing that family-to-work enrichment relates to the size of professional social networks and career opportunities. By bridging work-family and career research, this study reframes family as a potential resource, highlighting its role in shaping goal-directed network building behaviors, professional networks, and ultimately, career opportunities. Practically, these findings underscore the importance of family-to-work enrichment as a strategic advantage for employees.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1337-1357"},"PeriodicalIF":9.0,"publicationDate":"2025-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929741","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":"More Than a Personal Decision: A Relational Theory of Quiet Quitting","authors":"Al-Karim Samnani,&nbsp;Kirsten Robertson","doi":"10.1002/hrm.22314","DOIUrl":"https://doi.org/10.1002/hrm.22314","url":null,"abstract":"<p>Quiet quitting first exploded in social media and has gained considerable traction in media, practitioner, and scholarly outlets. While much of this attention has been focused on why employees quiet quit, there has been less consideration about how it is perceived by their coworkers. Combining insights from relational climate and social networks scholarship, we develop a novel theory about its potential interpersonal consequences. Our theory elucidates how employee quiet quitting and coworker reactions will differ across market pricing, equality matching, and communal sharing climates. We propose that while harmonious relational climates will facilitate the most support from coworkers, these climates will also trigger the most harmful responses when quiet quitting does not eventually dissipate. We also theorize how the collective monitoring and reporting norms that typically develop within these climates will facilitate sanctions via collective forms of mistreatment, such as social undermining and ostracism. Not only does our theory extend the relevant consequences of quiet quitting to include interpersonal ones, but it also therefore explains how seemingly positive climates can inadvertently enable mistreatment. We outline the contributions of our theory to the growing literature on quiet quitting, suggest directions for future research, and offer implications for human resource management practitioners.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1321-1335"},"PeriodicalIF":9.0,"publicationDate":"2025-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22314","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929931","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 Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity","authors":"Claudia Holtschlag,&nbsp;Carlos Morales,&nbsp;Aline Masuda,&nbsp;B. Sebastian Reiche","doi":"10.1002/hrm.22308","DOIUrl":"https://doi.org/10.1002/hrm.22308","url":null,"abstract":"<div>\u0000 \u0000 <p>We examine how gender diversity and employees' internal pay position interact to explain gender differences in pay raises. Integrating equity theory and institutional theory, we argue that pay raises are guided by equity-based reward allocation policies. Further, we expect a decoupling between these policies and their implementation if other gender diversity goals, such as a balanced ratio of female and male employees at the work-unit level, are achieved. Specifically, gender diversity at the work-unit level provides legitimacy that corporate diversity goals are being pursued. This makes the implementation of reward allocation policies aimed at increasing gender pay equity less salient in work units with high levels of gender diversity. We test our hypotheses using a multilevel moderated mediation model on a longitudinal sample of 9,246 observations from 4,003 employees in a large German company. Our results show an indirect effect of gender on pay increases over 3 years via compa ratio (i.e., the relative pay position for a given job grade). In support of equity theory, the results show that women receive higher pay increases than men over time to compensate for a lower compa ratio. Moreover, in work units with high gender diversity, the indirect effect of gender on pay raise is weaker, suggesting a decoupling between equity-based reward allocation policies and their implementation. Our results offer valuable insights into the interaction of equity and institutional theory-based explanations of reaching corporate diversity goals.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1305-1319"},"PeriodicalIF":9.0,"publicationDate":"2025-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929840","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":"A Meta-Analysis of Employee HR Attributions and Their Relationships With Employee-Perceived High-Performance Work Systems and Employee Outcomes","authors":"Dishi Hu,&nbsp;In-Sue Oh,&nbsp;Anastasiia Agolli","doi":"10.1002/hrm.22309","DOIUrl":"https://doi.org/10.1002/hrm.22309","url":null,"abstract":"<p>Research on HR attributions has received a considerable amount of attention in the study of employee perceptions of human resource management (HRM). This increased attention is based on the premise that employee attributions about <i>why</i> certain HR practices are implemented significantly influence employee outcomes. In this study, we review and meta-analytically examine the relationships between two major types of HR attributions (i.e., commitment- and control-focused) and various employee outcomes (i.e., employee vitality and engagement, work attitudes, and job performance). We also test several boundary conditions (e.g., the target of HR attributions) that may influence these relationships using multi-level meta-regression analysis. In addition, we meta-analytically examine the relationships between two major HR attributions and their key antecedent—employee-perceived high-performance work systems (HPWS). Using the meta-analytic data, we perform a path analysis to test a theory-driven model that links employee-perceived HPWS to commitment-focused and control-focused HR attributions and, ultimately, employee outcomes. We then conduct a general dominance analysis to compare the relative importance of employee-perceived HPWS and the two types of HR attributions. As a supplementary analysis, we meta-analyze the impact of demographic variables in shaping commitment- and control-focused HR attributions. We conclude by discussing the theoretical and empirical implications of our findings, along with future research directions.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1281-1303"},"PeriodicalIF":9.0,"publicationDate":"2025-04-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22309","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929966","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":"Human Resource Management in New Service Arrangements: Extending the Ability, Motivation, Opportunity Framework Into the Gig Economy","authors":"Michael David Maffie,&nbsp;Tashlin Lakhani","doi":"10.1002/hrm.22305","DOIUrl":"https://doi.org/10.1002/hrm.22305","url":null,"abstract":"<div>\u0000 \u0000 <p>This article investigates how human resource (HR) practices affect organizational outcomes in one of the newest areas of service work: the gig economy. Combining theory on multi-sided markets and strategic human resource management, this article explores how platform companies' use of HR practices can lead to improved worker retention. Specifically, we focus on one important aspect of retention: preventing workers from simultaneously working for a rival platform, a practice known as <i>multi</i>-<i>homing</i>. Drawing on original qualitative and quantitative data from the ride-hail industry, we demonstrate that the introduction of HR practices reduces gig workers' tendency to multi-home.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1263-1280"},"PeriodicalIF":9.0,"publicationDate":"2025-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930016","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":"From Policy to Practice: Unraveling Individual Uptake of Compressed Work Schedules","authors":"Kristen du Bois,&nbsp;Stijn Baert,&nbsp;Philippe Sterkens,&nbsp;Eva Derous","doi":"10.1002/hrm.22306","DOIUrl":"https://doi.org/10.1002/hrm.22306","url":null,"abstract":"<p>Compressed work schedules, like full-time 4-day weeks, are widely advocated as promising work–life flexibility policies and attractive alternatives to female part-time work. Yet, individual characteristics and implementation factors associated with policy use are understudied. Drawing from the literature on work–life flexibility policies and nonstandard work schedules, this study investigates which individual characteristics and implementation factors are associated with policy use. Our quantitative results reveal that employees with longer daily working hours are significantly more inclined to use the policy and view it as a source of increased autonomy. Our qualitative findings elucidate that overworking employees often use the policy to regulate their chronic overtime via additional days off. Moreover, our findings indicate limited policy use as an alternative to part-time work and reveal that women transitioning from part-time roles may face increased work–life conflict when using the policy. These findings highlight that the policy should not be advocated as a one-size-fits-all solution and provide several implications for research and practice.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1227-1242"},"PeriodicalIF":9.0,"publicationDate":"2025-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22306","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930008","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":"Facilitating Mental Health Disclosure and Better Work Outcomes: The Role of Organizational Support for Disclosing Mental Health Concerns","authors":"Zhanna Lyubykh,&nbsp;Nick Turner,&nbsp;Justin M. Weinhardt,&nbsp;Joshua Davis,&nbsp;Aidan Dumaisnil","doi":"10.1002/hrm.22310","DOIUrl":"https://doi.org/10.1002/hrm.22310","url":null,"abstract":"<p>Mental health concerns among employees are increasingly prevalent, yet many employees remain under-supported. Disclosure is a critical step in accessing organizational support for mental health. Drawing on social information processing theory, we introduce the concept of organizational support for disclosing mental health concerns and develop a scale assessing three dimensions: absence of anticipated discrimination and stigma, availability of organizational resources, and presence of social support. Across two studies, we show that organizational support for disclosing mental health concerns is positively associated with employees' willingness to disclose and actual disclosure behaviors. Greater organizational support for disclosing mental health concerns is also linked to reduced mental health challenges (e.g., lower anxiety and depression) and improved work outcomes, including higher work engagement, job satisfaction, and organizational citizenship behavior, alongside lower turnover intentions and absenteeism. Our findings provide a framework for assessing employees' perceptions of disclosure support and offer practical insights for HR professionals seeking to foster disclosure-friendly work environments. Finally, we contribute to the debate on mandatory disability reporting by identifying organizational factors that can enhance disclosure rates and improve support for employees with mental health concerns.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1243-1262"},"PeriodicalIF":9.0,"publicationDate":"2025-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22310","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930009","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":"Should I Stay or Should I Go? A Relational Biopsychosocial Perspective on Neurodivergent Talent, Career Satisfaction and Turnover Intention","authors":"Almuth McDowall,&nbsp;Nancy Doyle,&nbsp;Meg Kiseleva","doi":"10.1002/hrm.22307","DOIUrl":"https://doi.org/10.1002/hrm.22307","url":null,"abstract":"<p>Neuroinclusion in human resources management (HRM) research and practice should go beyond the business case argument for neurodiversity (ND) to move to a nuanced understanding of harnessing neurodivergent talent. We argue for a biopsychosocial HRM perspective from an explicit non-ableist stance, to illuminate in-work experience to inform employer positions as proactive carers. We conceptualize a model of relational biopsychosocial neurodivergent talent inclusion informed by Organizational Support Theory, comprising employee (person), environment, and people characteristics, to guide a realist and co-creational investigation into (a) neurodivergent conditions and wellbeing, (b) the role of tailored adjustment, and (c) the influence of psychosocial support on what makes people stay (career satisfaction) and makes them go (turnover intention). We collected data from 985 ND employees across a range of UK-based organizations with existing interests in neuroinclusion. Neurodivergent condition co-occurrence was common (complex neurotypes), yet experience varied by condition across the study measures. The number of neurodivergent conditions, wellbeing, knowledge of neurodivergence, support from staff and the manager, and psychological safety predicted career satisfaction. Support from the manager, psychological safety, and career satisfaction predicted turnover intention. Tailored adjustment (to neurotype) became non-significant in each regression equation once other measures were added. We finally found support for a serial mediation where the association between psychological safety and turnover intention was sequentially mediated by wellbeing and career satisfaction. We discuss the need for a more holistic, ecological understanding of potentially vulnerable neurodivergent talent which considers wellbeing, the importance of the psychosocial environment, and the opportunity to realize career ambition in equal measures. We call for future research to develop our understanding of the role of the psychosocial environment in neuroinclusive HRM practices including domain-specific psychological safety.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1207-1226"},"PeriodicalIF":9.0,"publicationDate":"2025-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22307","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929991","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":"Include, Individualize, and Integrate HRM Practices for Successful Aging at Work: Scale Development and Test of a Model","authors":"Jane X. Y. Chong,&nbsp;Daniela M. Andrei,&nbsp;Amy Tian,&nbsp;Sharon K. Parker","doi":"10.1002/hrm.22301","DOIUrl":"https://doi.org/10.1002/hrm.22301","url":null,"abstract":"<p>Managing an older and more age-diverse workforce is critical given the population aging that is occurring across the globe. Yet, the literature is still under-developed with regards to which human resource management (HRM) practices help to support aging employees and enable organizations to benefit from an age-diverse workforce. We draw on an integrative framework of organizational meta-strategies, the 3i framework, to test a path model in which 3i HRM practices differentially impact successful aging at work outcomes, including engagement, career withdrawal, and proactive career behavior. The 3i framework encompasses <i>inclusive</i> practices aimed at reducing biases and creating an inclusive climate for workers, <i>individualized</i> practices aimed at designing and adapting work to the changing needs of an age-diverse workforce, and <i>integrative</i> practices targeted at effective collaboration and knowledge sharing processes across age groups. We theorized that <i>include</i> influences successful aging outcomes through belongingness, <i>individualize</i> through needs-supplies fit, and <i>integrate</i> through promotive voice. Prior to testing the model, we first report a study in which we developed and validated the 12-item 3i-HRM scale using three diverse samples (total <i>N</i> = 945) of employees from the USA and Australia. We subsequently used the 3i-HRM scale to test our theoretical model using a time-lagged design with 221 employees. By providing this initial evidence, we hope to stimulate future research focusing on an integrative approach to understanding factors that support an age-diverse workforce.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1187-1206"},"PeriodicalIF":9.0,"publicationDate":"2025-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22301","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930075","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}