Human Resource Management最新文献_第2页

Conceptual and Theoretical Perspectives on the Human Resource Management–Leadership–Well-Being Link: Reviewing 20 Years of Empirical Research 人力资源管理-领导-幸福感联系的概念与理论视角：回顾20年的实证研究

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-18 DOI: 10.1002/hrm.70029

Marie Freia Wunderlich, Ann-Kristina Løkke

{"title":"Conceptual and Theoretical Perspectives on the Human Resource Management–Leadership–Well-Being Link: Reviewing 20 Years of Empirical Research","authors":"Marie Freia Wunderlich, Ann-Kristina Løkke","doi":"10.1002/hrm.70029","DOIUrl":"https://doi.org/10.1002/hrm.70029","url":null,"abstract":"<div>\u0000 \u0000 <p>Human resource management (HRM) practices and leadership (LS) both impact the functioning and experiences of employees at work, or, in other words, their well-being (WB). Over the last two decades, the body of empirical research on employee WB that considers aspects of HRM and LS has been growing. There is a myriad of theoretical perspectives, such as job resource theories, social exchange theory, and HRM theories, that can serve as the foundation for empirical inquiry. In addition, the interplay between HRM and LS in impacting employee WB can be conceptualized in many different ways, for example, parallel effects, moderation, and mediation. This literature review takes stock of two decades of empirical HRM–LS–WB research, examines its theoretical and conceptual assumptions, and its temporal developments. We find that the field views the link between HRM, LS, and WB predominantly as an exchange between employee and employer, has a strong tendency to combine social exchange theory with other theoretical frameworks, and is shifting to theories that place the employees at the center of inquiry (e.g., motivational theories). In terms of the interplay between HRM, LS, and WB, we observe a shift toward conceptualizations that focus on the enabling potential of LS and HRM for each other as well as models that focus on the indirect—rather than direct—effects of HRM and LS on WB. We discuss the findings and implications for future research.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"407-430"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147566959","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

Motivator or Depletor? Unraveling the Double-Edged Effects of Peer Monitoring on Employee Job Performance 激励者还是消耗者？揭示同伴监督对员工工作绩效的双刃剑效应

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-13 DOI: 10.1002/hrm.70030

Xin Liu, Xiaojuan Xie, Byron Y. Lee, Jingni Dong, Na Yang

{"title":"Motivator or Depletor? Unraveling the Double-Edged Effects of Peer Monitoring on Employee Job Performance","authors":"Xin Liu, Xiaojuan Xie, Byron Y. Lee, Jingni Dong, Na Yang","doi":"10.1002/hrm.70030","DOIUrl":"https://doi.org/10.1002/hrm.70030","url":null,"abstract":"<div>\u0000 \u0000 <p>Peer monitoring, as a type of organizational control, is increasingly important in managing employee performance. However, extant research primarily focuses on the benefits of peer monitoring on job performance, while largely ignoring its potential negative consequences. We advance the literature to theorize and test the double-edged effects of peer monitoring on job performance by examining its self-regulatory consequences. Specifically, we propose that peer monitoring can simultaneously increase both work engagement and ego depletion, which in turn exert positive and negative impacts on job performance, respectively. Furthermore, we theorize that trait self-control is a critical contingent factor that moderates both the positive and negative pathways from peer monitoring to job performance. We test our model through a two-wave, multisource field survey study involving 203 employees and their 49 direct supervisors in China, as well as through an experimental study with 149 full-time working employees in the United States. We find consistent evidence for the negative consequences of peer monitoring on job performance via ego depletion, while the positive pathway through work engagement is only supported by the field survey study. Furthermore, both studies show that there is a positive indirect effect of peer monitoring on job performance via work engagement when employees have lower trait self-control and a negative indirect effect via ego depletion when employees have higher trait self-control. Such examination helps elucidate the positive and negative effects of peer monitoring on job performance and has important theoretical and practical implications.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"381-405"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147565527","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

Chatting Towards Inclusivity: A Digital Approach to Inclusion Action Plans and Leader Development 面向包容性的聊天：包容性行动计划和领导者发展的数字化方法

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-29 DOI: 10.1002/hrm.70039

Vindhya Singh, Jessi Mariah Rivin, H. Phoenix van Wagoner, Ksenia Keplinger, Jay Barbuto

{"title":"Chatting Towards Inclusivity: A Digital Approach to Inclusion Action Plans and Leader Development","authors":"Vindhya Singh, Jessi Mariah Rivin, H. Phoenix van Wagoner, Ksenia Keplinger, Jay Barbuto","doi":"10.1002/hrm.70039","DOIUrl":"https://doi.org/10.1002/hrm.70039","url":null,"abstract":"<p>Inclusion is a cornerstone of success for organizations and society, yet inclusion is not guaranteed. Building on inclusive leadership research and relational models theory, we argue that inclusion cannot manifest without systematic effort and planning by leaders. Unfortunately, few resources exist to help leaders plan and enact specific inclusion behaviors. To address this, we introduce the “Leader Success Bot,” an innovative conversational chatbot designed to help leaders develop daily inclusion action plans. Through our immersive longitudinal design and mixed methods data, we advance the taxonomy of inclusive leader behaviors and test the impact of inclusion planning on leaders and followers. We demonstrate how equality matching is an overlooked relational model that is a pivotal relational dynamic for inclusion. Across two studies, our quantitative and qualitative findings show that equitable exchanges by leaders can foster a deeper sense of belonging and community. As leaders interact with the chatbot, both leaders and followers are more likely to accomplish their goals. Additionally, followers' inclusion climate and psychological safety benefited, leading to a decrease in turnover intentions. Our findings underscore the potential of chatbots to support inclusive leadership training and development by providing leaders with a structured, scalable platform for continuous reflection and growth. This research advances theoretical understanding of relational inclusion dynamics and offers practical insights and a scalable tool for HR managers seeking to build more inclusive, psychologically safe cultures.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"605-630"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70039","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147570135","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

Family-Friendly Work Systems: A Systematic Review, Critical Assessment, and Future Research Agenda of the Work-Life Benefits Literature 家庭友好型工作系统：工作-生活福利文献的系统回顾、关键评估和未来研究议程

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-03 DOI: 10.1002/hrm.70027

Yingyi Chang, Sven Kepes, Carol M. Wong, Jose M. Cortina

{"title":"Family-Friendly Work Systems: A Systematic Review, Critical Assessment, and Future Research Agenda of the Work-Life Benefits Literature","authors":"Yingyi Chang, Sven Kepes, Carol M. Wong, Jose M. Cortina","doi":"10.1002/hrm.70027","DOIUrl":"https://doi.org/10.1002/hrm.70027","url":null,"abstract":"<div>\u0000 \u0000 <p>The increasing awareness and use of family-friendly work activities (FFWAs), also known as work-life benefits, highlights their importance for both employees and organizations. Despite the importance of these activities for both employees and organizations, the existing literature is fragmented, lacking a clear consensus on their conceptualization and measurement. In this review, we content analyze conceptual and methodological aspects of the FFWA literature. Specifically, applying the systems perspective from the strategic human resource management (SHRM) literature, we introduce and conceptualize family-friendly work systems (FFWS), define their key domains, specify the FFWAs within them, and clarify their hierarchical structure (i.e., policies, practices, and processes). Building on the FFWS model, we evaluate potential sources of heterogeneity in current research. By identifying inconsistencies as well as strengths and weaknesses in the existing literature, this review provides a timely contribution that can guide future research and offer practical recommendations for policymakers and organizations striving to create more family-friendly workplaces.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"351-379"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147562957","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

Improvising for Learning: How and When Firm-Level HRM Systems Drive Team Exploratory and Exploitative Learning 即兴学习：公司级人力资源管理系统如何以及何时推动团队探索性和开发性学习

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-26 DOI: 10.1002/hrm.70026

Gholamhossein Mehralian, Peyman Akhavan, Justin Jansen, Jongwook Pak

{"title":"Improvising for Learning: How and When Firm-Level HRM Systems Drive Team Exploratory and Exploitative Learning","authors":"Gholamhossein Mehralian, Peyman Akhavan, Justin Jansen, Jongwook Pak","doi":"10.1002/hrm.70026","DOIUrl":"https://doi.org/10.1002/hrm.70026","url":null,"abstract":"<div>\u0000 \u0000 <p>Firms increasingly rely on teams to balance innovation and efficiency by simultaneously engaging in exploratory and exploitative learning. However, the cross-level mechanisms through which firm-level systems enable such ambidextrous capabilities at the team level remain insufficiently understood. This study develops and tests a multilevel contingency framework that explains how change-oriented human resource management (HRM) systems foster both forms of team learning through team improvisation—a dual-purpose capability that integrates real-time responsiveness with adaptive refinement. Drawing on multisource, time-lagged data from 205 new product development (NPD) teams nested within 75 pharmaceutical firms, we find that team improvisation mediates the cross-level relationship between change-oriented HRM systems and both exploratory and exploitative learning. Furthermore, this mediating effect is contingent upon the nature of intra-team knowledge sharing: tacit knowledge sharing amplifies the relationship between improvisation and exploratory learning, while explicit knowledge sharing enhances its link with exploitative learning. Our findings offer theoretical insight into how HRM systems cascade across organizational levels to shape team capabilities, advancing perspectives that conceptualize ambidexterity as an emergent property of behavioral routines rather than structural design. Situated within a politically and economically constrained environment, this study also underscores the heightened strategic value of HRM systems in enabling adaptability and innovation under institutional adversity.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"279-300"},"PeriodicalIF":9.0,"publicationDate":"2025-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909130","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

I-Deals for Some Employees May (Not) Be Ideal for the Team: Positive and Negative Relationships Between I-Deals Differentiation and Team Effectiveness 某些员工的i - deal可能（不）对团队来说是理想的：i - deal差异与团队效率之间的正、负关系

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-25 DOI: 10.1002/hrm.70022

Haoying (Howie) Xu, Sandy J. Wayne, Eric J. Michel, Jingzhou Pan

{"title":"I-Deals for Some Employees May (Not) Be Ideal for the Team: Positive and Negative Relationships Between I-Deals Differentiation and Team Effectiveness","authors":"Haoying (Howie) Xu, Sandy J. Wayne, Eric J. Michel, Jingzhou Pan","doi":"10.1002/hrm.70022","DOIUrl":"https://doi.org/10.1002/hrm.70022","url":null,"abstract":"<div>\u0000 \u0000 <p>Reflecting a more balanced employer–employee relationship in which employees have latitude to shape aspects of their employment, idiosyncratic deals (i-deals) are voluntary, personalized, nonstandard agreements that employees negotiate with their employers. In teams, i-deals differentiation (i-deals<sub>D</sub>), the extent to which the degree of these arrangements varies across members, is a key form of HR differentiation. While research has largely emphasized its negative effects, we propose that the impact of i-deals<sub>D</sub> on team effectiveness depends on the type of i-deals. We focus on career, flexibility, and task i-deals, the most common types of i-deals that employees across different jobs can negotiate with their manager. Drawing on social comparison theory, we argue that career and flexibility i-deals<sub>D</sub> relate positively to team relationship conflict, and in turn associate with lower customer-related outcomes. In contrast, task i-deals<sub>D</sub> relate negatively to team relationship conflict, and subsequently associate positively with customer-related outcomes. We test our model in two samples: a field study with three-source data collected from 59 stores of a national restaurant chain located in the United States (Study 1) and a field study with two-source data collected from 108 teams from three service companies located in China (Study 2). Across both studies, flexibility i-deals<sub>D</sub> and task i-deals<sub>D</sub> had a negative and a positive association, respectively, with team customer-related outcomes via team relationship conflict, while career i-deals<sub>D</sub> was unrelated to our outcomes of interest. We advance the literatures on i-deals and HR differentiation, and offer practical insights into the implementation of i-deals<sub>D</sub> in teams.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"257-277"},"PeriodicalIF":9.0,"publicationDate":"2025-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909097","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

Can Legal and Professional Personnel Selection Principles be Met With Machine Learning (Artificial Intelligence)? 法律和专业人员的选择原则可以用机器学习（人工智能）来满足吗？

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-19 DOI: 10.1002/hrm.70025

Michael A. Campion

{"title":"Can Legal and Professional Personnel Selection Principles be Met With Machine Learning (Artificial Intelligence)?","authors":"Michael A. Campion","doi":"10.1002/hrm.70025","DOIUrl":"https://doi.org/10.1002/hrm.70025","url":null,"abstract":"<p>The purpose of this article is primarily to evaluate whether machine learning (a form of artificial intelligence) can meet scientific, professional, and legal principles of personnel selection based on the rapidly accumulating research literature in Human Resource Management (HRM). It does so by addressing a series of questions in terms of what is known in the current research literature on these principles and related topics and by proposing a research agenda for what else needs to be studied. The review shows that there is enough current scientific evidence on the value of ML to support its use. ML tools are able to meet the basic principles of personnel selection and better meet many other very important principles. In addition, ML for personnel selection decisions is not a “black box” and can be understood and explained. It does not increase the legal risks from hiring, although it may require some additional steps in a few jurisdictions. There are uses of ML in selection that most organizations should be considering. Customized procedures will require good data, but generic vendor products may also serve some needs. Additional expertise may be required of HRM professionals, but not necessarily at a high level that would require new staffing or consultant expense. The availability of large language models (LLMs) may render unproctored remote assessments vulnerable to cheating, and all narrative candidate information provided in the future susceptible to AI-generated text, resulting in more questions than research answers at this stage. The article ends with practical and theoretical implications for the use of ML in selection.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"235-255"},"PeriodicalIF":9.0,"publicationDate":"2025-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70025","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145905057","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

Addressing Gender in Authenticity and Inclusion at Work: Nuancing Conservation of Resources Theory With Social Role Theory 在工作中的真实性和包容性中解决性别问题：资源保护理论与社会角色理论的微妙结合

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-17 DOI: 10.1002/hrm.70024

Luke Fletcher, Evgenia I. Lysova

{"title":"Addressing Gender in Authenticity and Inclusion at Work: Nuancing Conservation of Resources Theory With Social Role Theory","authors":"Luke Fletcher, Evgenia I. Lysova","doi":"10.1002/hrm.70024","DOIUrl":"https://doi.org/10.1002/hrm.70024","url":null,"abstract":"<p>In this paper we elucidate how gender may influence the mechanisms and conditions under which perceived inclusion climate facilitates authenticity at work. We nuance conservation of resources theory with social role theory to argue that perceived inclusion climate acts as a caravan passageway through which authenticity at work can be fostered, yet how inclusion climate relates to authenticity is different for men versus for women. We hypothesize that men will feel more authentic when they perceive their organization to be inclusive because such perceptions enable them to feel unique, whereas women will feel more authentic when in inclusive organizations because such environments foster their belongingness. In a time-lagged study, we find that for women, it is belongingness that is the mediating process, whereas for men, it is both uniqueness and belongingness. We additionally propose, and find, that structural empowerment, as an HRM contextual resource caravan, moderates the relationships between perceived inclusion climate and belongingness/uniqueness for women but not for men. Here, structural empowerment is particularly important for women's needs for belongingness and uniqueness when they perceive their organization be not very inclusive. Overall, we contribute to workplace inclusion and authenticity literatures by underscoring the need to consider gender differences in more depth.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"219-234"},"PeriodicalIF":9.0,"publicationDate":"2025-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70024","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909131","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

It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory 重要的不是你说什么，而是你怎么说：通过信号理论的视角，企业社交媒体对服务管理的影响

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-16 DOI: 10.1002/hrm.70020

Alexandra Budjanovcanin, Wei-Ning Yang

{"title":"It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory","authors":"Alexandra Budjanovcanin, Wei-Ning Yang","doi":"10.1002/hrm.70020","DOIUrl":"https://doi.org/10.1002/hrm.70020","url":null,"abstract":"<p>Frontline service workers are crucial to service delivery and have been a long-standing focus of research, with scholars and practitioners alike maintaining an interest in their effective management. As technology increasingly transforms this context, the way in which managers in service organizations communicate with frontline workers has also evolved, with a notable increase in the use of enterprise social media (ESM). This study investigates the idea that it is not just ‘what’ management says (service-oriented messaging) but ‘the way’ they say it (via ESM) that matters. Drawing on interviews with 36 informants and guided by signaling theory, this study explores how ESM influences customer-focused signaling via management communication and HR implementation in the frontline service context, fostering conditions for a service climate. Findings reveal that ESM's affordances can potentially enhance service climate by strengthening HR system strength, promoting voice, and fostering informal leadership. However, risks such as manager role ambiguity, perceptions of mixed messaging, and over-surveillance are also identified. This study highlights the double-edged implications of ESM in its shaping of service-oriented signaling and emphasizes the importance of the signaling environment in realizing its benefits while mitigating its risks.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"193-218"},"PeriodicalIF":9.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70020","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909077","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

Executive Pay Cuts and Executive Turnover 高管减薪和高管离职

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-10 DOI: 10.1002/hrm.70021

Steffen Burkert

引用次数: 0