Human Resource Management最新文献

{"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}

{"title":"Exploring Cultural Differences in AI-Based Interviews: Innovativeness and Justice Perceptions Among Job Applicants in the United States and South Korea","authors":"Jiyoung Park,&nbsp;Yeseul Jung","doi":"10.1002/hrm.22303","DOIUrl":"https://doi.org/10.1002/hrm.22303","url":null,"abstract":"<p>Artificial intelligence (AI) technology is rapidly integrated into the recruiting process across cultures. However, the extent to which job applicants' responses to AI-based recruitment vary across cultures remains unexplored. To address this gap, we conducted a cross-cultural examination on job applicants' perceptions of justice and innovativeness of AI-based interviews, focusing on American and South Korean cultures. Using scenario experiments, we found that Americans generally perceived AI-based interviews as less fair than human-based interviews regarding job relatedness, chance to perform, and two-way communication. In contrast, Koreans showed little difference in justice perceptions between AI-based and human-based interviews, and they even perceived AI-based interviews as fairer in certain justice dimensions, such as the chance to perform. Both American and Korean participants regarded AI-based interviews as more innovative than human-based interviews. Additionally, we found that Americans' lower perceptions of justice, such as job relatedness and two-way communication, accounted for the negative impact of AI-based interviews on organizational attractiveness. However, Koreans' higher perceptions of the chance to perform and innovativeness led to higher organizational attractiveness in AI-based interviews compared to that in human-based interviews. Our findings underscore the pivotal role of culture in understanding job applicants' responses toward AI-based interviews. Based on these findings, we discuss implications, limitations, and future suggestions.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1161-1178"},"PeriodicalIF":6.0,"publicationDate":"2025-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22303","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551288","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":"Calibration in the Performance Evaluation Process","authors":"Jasmijn C. Bol,&nbsp;Andson Braga De Aguiar,&nbsp;Jeremy B. Lill","doi":"10.1002/hrm.22302","DOIUrl":"https://doi.org/10.1002/hrm.22302","url":null,"abstract":"<div>\u0000 \u0000 <p>In this research, we examine the common practice of employee performance rating calibration, the process in which calibration committee members discuss, compare, and potentially adjust direct supervisors' initial employee performance ratings. Calibration introduces an additional step into the performance evaluation process aimed at correcting for any incompleteness, inconsistencies, or biases in the ratings. By empirically studying archival, survey, and demographic data from 737 employees and 114 direct supervisors from our participating company, we examine the incentive conflicts between direct supervisors and the remainder of the calibration committee and their effect on the calibration process outcomes. We predict and find evidence consistent with direct supervisors being strategic in the information they share in the calibration process, which results in reduced information sharing. We also examine whose ratings are adjusted. While there is pressure on calibration committees to make sufficient adjustments, not every supervisor's employee performance ratings need to be adjusted. We find that those direct supervisors who have lower costs associated with avoiding scrutiny and defending against adjustments in the calibration process, ceteris paribus, receive fewer adjustments and end up with higher ratings, even when controlling for employee performance. Our investigation sheds light on the complexities of the calibration process, thereby providing important insights to HR managers responsible for managing the process.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1141-1159"},"PeriodicalIF":6.0,"publicationDate":"2025-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551287","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":"Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”","authors":"","doi":"10.1002/hrm.22304","DOIUrl":"https://doi.org/10.1002/hrm.22304","url":null,"abstract":"<p>Lu, Y., M. M. Zhang, M. M. Yang, and T. Li. 2025. “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving.” <i>Human Resource Management</i> 64, no. 2: 485–502. https://doi.org/10.1002/hrm.22270.</p><p>Author Teng Li's affiliation is incorrect in the published article. The correct author's affiliation is:</p><p>Ying Lu^1,2 | Mingqiong Mike Zhang³ | Miles M. Yang² | Teng Li⁴</p><p>¹College of Finance and Economics, Shandong University of Science and Technology, Shandong, China | ² Department of Management, Macquarie Business School, Macquarie University, Sydney, Australia | ³ Department of Management, Monash Business School, Monash University, Melbourne, Australia | ⁴ School of Management, Shanghai University of International Business and Economics, Shanghai, China</p><p>We apologize for this error.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":""},"PeriodicalIF":6.0,"publicationDate":"2025-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22304","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551281","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":"Supervisor Actions for Supporting Employees Through Stressful Work Situations: A Critical Events Approach From the Perspective of Supervisors","authors":"Nerina L. Jimmieson,&nbsp;Adele J. Bergin","doi":"10.1002/hrm.22300","DOIUrl":"https://doi.org/10.1002/hrm.22300","url":null,"abstract":"<p>In this research, we aim to further our understanding of supervisors' enactment of psychosocial risk management and their own psychological responses to supporting employees through stressful work situations. Informed by event system theorizing and the special case of affective events, we examined 342 employee critical events of a stressful nature through the eyes of the supervisor. Thematic analysis revealed 16 supervisor actions that were aggregated into nine supervisor action themes that supervisors evaluated for stressfulness and effectiveness. Clustering stressfulness and effectiveness scores revealed the emergence of three supervisor groups: favorable, unfavorable, and challenge. Multinomial logistic regressions demonstrated that both organizational and supervisor psychosocial risk management capabilities reduced the odds of supervisors developing unfavorable psychological responses in relation to their supervisor action, whereas supervisors with time pressure and psychological distress had increased odds. In addition, supervisors experiencing psychological distress had a twofold likelihood of experiencing their chosen action as both stressful and effective, calling into question the potential for future benefits to arise from what might be otherwise considered a challenge experience. Overall, our findings demonstrate that pre-existing features of the supervisor's own psychosocial work environment shape their psychological responses to having enacted psychosocial risk management, irrespective of the type of supervisor action.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1119-1139"},"PeriodicalIF":6.0,"publicationDate":"2025-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22300","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551343","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":"Can Employee-Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective","authors":"Chia-Ling Lee,&nbsp;Wen-Ting Lin,&nbsp;David Ahlstrom","doi":"10.1002/hrm.22295","DOIUrl":"https://doi.org/10.1002/hrm.22295","url":null,"abstract":"<div>\u0000 \u0000 <p>Drawing on the organizational identification perspective, this paper proposes that employee-friendly workplace practices can positively impact employees' innovation productivity through their identification with the organization. Using a sample of 2642 firm-year observations from public firms in the United States, a positive relationship was found between employee-friendly workplace practices and employee innovation productivity, which was mediated by identification with the organization. The results also showed that the employee professional human capital dampened the relationship between employee-friendly workplace practices and employee innovation productivity. Finally, the mediated relationship between employee-friendly workplace practices and employees' innovation productivity through organizational identification was moderated by employees' professional human capital, such as when employees are credentialed knowledge workers.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 4","pages":"1099-1118"},"PeriodicalIF":6.0,"publicationDate":"2025-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144551375","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}