Human Resource Management最新文献_第2页

Building a Contextually Agile Workforce 构建上下文敏捷的员工队伍

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.70086

Paula Caligiuri

{"title":"Building a Contextually Agile Workforce","authors":"Paula Caligiuri","doi":"10.1002/hrm.70086","DOIUrl":"https://doi.org/10.1002/hrm.70086","url":null,"abstract":"Human resource management (HRM) theory has long recognized that context shapes employee behavior and performance. Less developed is the employee competency through which individuals determine what a given context requires and adjust their behavior accordingly. This article develops contextual agility as a competency needed when expectations, norms, cues, or relationships are unfamiliar, unstable, conflicting, or under-specified. Under these conditions, routine responses are often insufficient; employees must adapt, recombine, or construct responses that fit the context. I argue that contextual agility operates through three interrelated processes: attentional openness, regulatory flexibility, and response enactment. At the individual level, these processes are supported by six durable skills: curiosity, humility, resilience, tolerance of ambiguity, perspective-taking, and relationship-building. The article contributes to HRM theory by specifying contextual agility as a competency that links contextual demands to appropriate behavioral responses, and by explaining how HR systems can select, develop, reinforce, and scale this competency to build a contextually agile workforce.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1353-1366"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70086","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862286","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

From Digital Strings to Negotiated Wings: Consequences of Electronic Performance Monitoring and Development Idiosyncratic Deals 从数字弦到谈判翼：电子性能监测和发展特殊交易的后果

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-09-02 Epub Date: 2026-05-31 DOI: 10.1002/hrm.70082

Min Liu, Jiong Zhou, Pengxiang Nian, Shanshi Liu

{"title":"From Digital Strings to Negotiated Wings: Consequences of Electronic Performance Monitoring and Development Idiosyncratic Deals","authors":"Min Liu, Jiong Zhou, Pengxiang Nian, Shanshi Liu","doi":"10.1002/hrm.70082","DOIUrl":"https://doi.org/10.1002/hrm.70082","url":null,"abstract":"<div>\u0000 \u0000 The proliferation of electronic performance monitoring (EPM) has made digital surveillance ubiquitous in modern workplaces. Meta-analytic evidence indicates that, on average, EPM leaves performance unchanged while consistently increasing employee stress. We propose that this null overall effect reflects two counterbalancing pathways triggered by the same monitoring stimulus. Drawing on cognitive appraisal theory of stress, we posit that EPM is positively associated with employees' perception of objectification, which in turn triggers two divergent coping pathways: (a) an emotion-focused path in which hostile affect positively predicts workplace incivility and negatively predicts job performance, and (b) a problem-focused path in which problem-focused reactance positively predicts job performance. Three complementary studies, an online experiment (Study 1, with two sub-studies; N = 240), a multisource, multiwave field survey (Study 2; N = 224), and a 10-day experience sampling study (Study 3; N = 96, yielding 612 daily observations), support this dual-pathway model. Crucially, we identify development idiosyncratic deals (i-deals) as a pivotal moderator: employees who secure personalized growth resources amplify problem-focused behaviors while mitigating the interpersonal and performance costs of emotion-focused responses. This research offers a nuanced understanding of EPM, providing organizations with insights into how to balance monitoring efficiency with employee initiative through human-centric i-deals.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 5","pages":"1309-1329"},"PeriodicalIF":8.5,"publicationDate":"2026-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148862521","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

How Signals of Silence Sustain Sexual Harassment and What to Do About It 沉默的信号如何维持性骚扰？如何应对

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-20 DOI: 10.1002/hrm.70063

Angela L. Workman-Stark, Zhanna Lyubykh, Ivana Vranjes, Lilia M. Cortina, M. Sandy Hershcovis, Jennifer L. Berdahl, Carla Chrusch

{"title":"How Signals of Silence Sustain Sexual Harassment and What to Do About It","authors":"Angela L. Workman-Stark, Zhanna Lyubykh, Ivana Vranjes, Lilia M. Cortina, M. Sandy Hershcovis, Jennifer L. Berdahl, Carla Chrusch","doi":"10.1002/hrm.70063","DOIUrl":"https://doi.org/10.1002/hrm.70063","url":null,"abstract":"Sexual harassment has persisted for decades as an open secret within organizations, creating an ongoing challenge for Human Resource practitioners. Many employees experience or witness harassment yet say nothing. When they contemplate complaining, they are discouraged from doing so. Some still muster the courage to speak out about these abuses, but find their complaints ignored, downplayed, or dismissed by those in charge. Building on prior research, we propose that these practices add up to signals of silence, which we conceptualize and empirically operationalize. Drawing on social information processing theory, we explicate how these signals help sustain and perpetuate sexual harassment. We further argue that supervisors can counteract these harmful signals of silence by modeling ethical leadership. We investigated these ideas with two sets of studies comprising seven independent samples. In Study 1 (N\u0000 total = 2649 participants), Phases 1 through 5, we developed and validated a higher-order aggregate measure of harassment signals of silence (Harassment SOS scale) comprising three interrelated elements: being silent, silencing others, and not listening. In Study 2 (N\u0000 total = 1111 participants), we used field samples collected from two North American police departments to test the relationship between signals of silence and experiences of harassment, along with the role of ethical supervision in mitigating the harmful effects of silence. We discuss the implications of these findings for research and practice, including the implementation of relevant HR policies and practices.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1033-1054"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70063","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373298","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

No One Is an Island: How Online Community Support Moderates the Dual Motivational Pathways From Perceived Algorithmic Management Practices to Service Performance 没有人是一座孤岛：在线社区支持如何调节从感知算法管理实践到服务绩效的双重激励途径

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-23 DOI: 10.1002/hrm.70062

Zhipeng Zhang, Shuxia Zhang, Chao Liu, Haoyu Zhang, Jun Liu

{"title":"No One Is an Island: How Online Community Support Moderates the Dual Motivational Pathways From Perceived Algorithmic Management Practices to Service Performance","authors":"Zhipeng Zhang, Shuxia Zhang, Chao Liu, Haoyu Zhang, Jun Liu","doi":"10.1002/hrm.70062","DOIUrl":"https://doi.org/10.1002/hrm.70062","url":null,"abstract":"<div>\u0000 \u0000 Drawing on the self-determination theory, this research examines the dual motivational mechanisms through which four dimensions of perceived algorithmic management practices (PAMP; i.e., matching, direction, evaluation, and discipline) influence service performance, as well as the moderating role of online community support (OCS). Two empirical studies were conducted: a scenario-based experiment with ride-hailing drivers (Study 1) and a hybrid-sample field survey (Study 2). Results reveal that perceived algorithmic matching, direction, and evaluation enhance service performance via increased autonomous motivation, whereas perceived algorithmic discipline undermines service performance through reduced autonomous motivation. Meanwhile, controlled motivation links perceived algorithmic matching, evaluation, and discipline to reduced service performance, while perceived algorithmic direction positively contributes to service performance through diminished controlled motivation. Importantly, OCS amplifies the positive effects of perceived algorithmic matching and evaluation on service performance via autonomous motivation and attenuates their negative effects via controlled motivation. This study elucidates the complex motivational consequences of algorithmic management practices and identifies OCS as a critical social-contextual moderator shaping app-worker outcomes.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1075-1095"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373563","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

The Disquiet of Quiet Quitting: Definitional Clarity, Theoretical Pathways, and Future Research 安静戒烟的不安：定义清晰度、理论途径和未来研究

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-18 DOI: 10.1002/hrm.70061

Solon Magrizos, Lauren E. Aydinliyim, Dorothea Roumpi, Caitlin M. Porter, Jean M. Phillips, John E. Delery

{"title":"The Disquiet of Quiet Quitting: Definitional Clarity, Theoretical Pathways, and Future Research","authors":"Solon Magrizos, Lauren E. Aydinliyim, Dorothea Roumpi, Caitlin M. Porter, Jean M. Phillips, John E. Delery","doi":"10.1002/hrm.70061","DOIUrl":"https://doi.org/10.1002/hrm.70061","url":null,"abstract":"Quiet quitting (QQ) has emerged as a prominent topic in both popular press and academic research, reflecting shifts in employees' engagement, effort allocation, and responses to contemporary work pressures. This review synthesizes findings from 11 papers published in a recent Special Issue on The Disquiet of Quiet Quitting. We integrate conceptual, empirical, and methodological insights from these papers and other recent literature to clarify what QQ is and what it is not. We highlight the multidimensional nature of QQ, distinguishing deliberate and passive forms, reactive versus value-driven motivations, and variations in scope and behavioral expression. We then propose a 2 × 2 typology of quiet quitters (Protesters, Faders, Boundary Setters, and Indifferent Drifters) constructed along two key dimensions, intentionality and motivational basis, to capture the heterogeneity of behaviors and underlying motives. Finally, we discuss implications for theory, measurement, and practice, emphasizing how QQ signals broader dynamics in employment relationships, including fairness, well-being, and sustainable engagement, and we identify directions for future research, including longitudinal, multi-level, and cross-cultural investigations.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1015-1032"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70061","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373294","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

Embracing Complexity in HRM Research: A Call for System and Process Perspectives 在人力资源管理研究中拥抱复杂性：对系统和过程视角的呼唤

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-11 DOI: 10.1002/hrm.70060

Rebecca Hewett, Madleen Meier-Barthold

{"title":"Embracing Complexity in HRM Research: A Call for System and Process Perspectives","authors":"Rebecca Hewett, Madleen Meier-Barthold","doi":"10.1002/hrm.70060","DOIUrl":"https://doi.org/10.1002/hrm.70060","url":null,"abstract":"Human resource management (HRM) is inherently complex. It involves systems of principles, practices, and activities operating at individual, group, organizational, and macro levels, which are interlinked through complex processes. Yet, empirical research has not kept pace with this conceptual richness. We hope to inspire HRM scholars to address complexity. We draw on theoretical frameworks that explicitly conceptualize systems as systems, processes as processes and systems as processes complemented by empirical examples (mainly from adjacent fields) to illustrate how these modes of thinking have helped solve complex problems and how this could be applied to HRM. Embracing complexity in HRM is not about making research harder for its own sake but about seeing the field as it truly is dynamic, interconnected, and evolving. We need to shift our attention from isolated variables toward patterns, processes, and interdependencies across time. This requires richer data, deeper collaboration, and methodological boldness, and opens new possibilities for understanding the patterns and dynamics that shape people and organizations. Complexity in HRM invites us to see connections rather than fragments, to uncover the dynamics beneath the surface, and to design insights that matter. Perhaps the future of HRM research lies not in simplifying complexity, but in embracing it.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"995-1013"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70060","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373113","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

(How) Can Performance Appraisals Improve Employee Creativity? A Multidimensional Perspective 绩效评估如何提高员工的创造力？多维视角

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-03-19 DOI: 10.1002/hrm.70070

Xiaoya Wen, Fang Lee Cooke, Yong Zhang, Hao Qu

{"title":"(How) Can Performance Appraisals Improve Employee Creativity? A Multidimensional Perspective","authors":"Xiaoya Wen, Fang Lee Cooke, Yong Zhang, Hao Qu","doi":"10.1002/hrm.70070","DOIUrl":"https://doi.org/10.1002/hrm.70070","url":null,"abstract":"Performance appraisal (PA) is commonly used by organizations to manage their employees. However, the role of PAs in employee creativity remains ambiguous, with positive, negative, or even nonsignificant relationships reported in the literature. The aim of the present research is to address this ambiguity. Drawing on multidimensional conceptualizations of PA and creativity, and integrating self-determination theory and expectancy theory with selection, optimization, and compensation theory, we develop a multilevel conceptual framework incorporating diverse linkages between PAs and creativity. Time-lagged survey data were collected from 582 research and development employees working in 49 companies. The results indicate that developmental PA is positively related to radical creativity via intrinsic motivation, with age augmenting this indirect linkage. In contrast, administrative PA is positively related to incremental creativity through extrinsic motivation, with age attenuating this indirect relationship. These findings extend the theoretical understanding of the PA–creativity relationship and offer important practical insights into the utility of PAs in managing employee creativity.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1181-1197"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70070","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373609","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

Building High Involvement Work Systems in the Digital Era: Employee Experience-Oriented Digital HRM and Employee Involvement 构建数字化时代的高参与工作系统：以员工体验为导向的数字化人力资源管理与员工参与

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-09 DOI: 10.1002/hrm.70058

Wei Wei, Xiaolan Fu

{"title":"Building High Involvement Work Systems in the Digital Era: Employee Experience-Oriented Digital HRM and Employee Involvement","authors":"Wei Wei, Xiaolan Fu","doi":"10.1002/hrm.70058","DOIUrl":"https://doi.org/10.1002/hrm.70058","url":null,"abstract":"Despite the increasing application of digital technology in management practices, its implications for employee involvement and high involvement work systems (HIWSs) remain largely unexplored. Based on an in-depth qualitative case study of Tencent—one of China's largest information technology companies—this article explores whether and in what ways employee experience (EX)-oriented digital HRM contributes to the development of HIWSs. Drawing on socio-technical systems theory, we examine the goals, tasks, structures, actors, and technical elements of the digital HRM system in the case company, as well as the interactions among these elements. Our findings suggest that the EX-oriented digital HRM system enhances two key dimensions of HIWSs: technological empowerment and organizational involvement. First, EX-oriented digital HRM provides employees with digital tools that enable them to exercise some autonomy in various facets of their work life. This includes self-management, team collaboration, and personalized learning and development opportunities. Second, EX-oriented digital HRM arguably promotes employee involvement in both product development and some aspects of organizational management by leveraging user experience design. This study contributes to the theory of socio-technical systems and the literature on HIWSs in the digital era.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"953-973"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373174","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

Equal Pay, Better Performance: The Organization-Level Impact of Gender Pay Equality and Work–Life Balance 同工同酬，更好的绩效：性别薪酬平等与工作生活平衡的组织层面影响

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-03-13 DOI: 10.1002/hrm.70069

Traci Sitzmann, Shoshana Schwartz, Priyanka Dwivedi, Stefanie Johnson

{"title":"Equal Pay, Better Performance: The Organization-Level Impact of Gender Pay Equality and Work–Life Balance","authors":"Traci Sitzmann, Shoshana Schwartz, Priyanka Dwivedi, Stefanie Johnson","doi":"10.1002/hrm.70069","DOIUrl":"https://doi.org/10.1002/hrm.70069","url":null,"abstract":"<div>\u0000 \u0000 The popular press and consulting reports claim that organizations with gender equity are rewarded with a more productive workforce. Nevertheless, despite extensive research on the antecedents of the gender pay gap, we know little about how the organization-level gender pay gap relates to labor productivity, particularly when considered alongside other interrelated human resource systems such as the work–life balance practices of the organization. Drawing on scholarship on multilevel strategic human resource processes that shape labor productivity, we theorize that organization-level gender equity is positively associated with labor productivity such that in firms with gender-equitable pay, alongside work–life balance, employees (regardless of gender) collaborate and collectively deploy human capital, increasing labor productivity. Data from 611 US firms and 6,255 UK firms suggest that the gender pay gap is negatively related to labor productivity, regardless of whether the country permits pay-gap secrecy (US) or requires organizations to publicly disclose their gender pay gaps (UK). Organizations' gender pay gaps are also associated with the labor productivity trajectory: labor productivity decreased over time in organizations with greater gender pay gaps, but did not change significantly over time in organizations with moderate or lower gender pay gaps. Furthermore, organizations' gender pay gap and work–life balance interact, such that labor productivity is greatest in organizations with lower pay gaps and higher work–life balance. The results support the business case for gender equality—organizations with lower gender pay gaps and higher work–life balance exhibit higher labor productivity.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1125-1145"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373283","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

Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions 女性配额的信号效应：劳动力感知和反应的分析

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-03-19 DOI: 10.1002/hrm.70068

Madleen Meier-Barthold, Torsten Biemann

{"title":"Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions","authors":"Madleen Meier-Barthold, Torsten Biemann","doi":"10.1002/hrm.70068","DOIUrl":"https://doi.org/10.1002/hrm.70068","url":null,"abstract":"Women's quotas are widely used to promote gender equality in organizations, yet little is known about how the general workforce perceives and reacts to them. Drawing on signaling theory, we examine employees' awareness of women's quotas and how it influences their reactions. Using data from the Linked Personnel Panel, a representative German dataset linking employer and employee reports (N = 2270), we distinguish between signal awareness and signal interpretation to assess their distinct roles. Awareness differs systematically between women and men, with women more likely to correctly recognize whether a quota exists. At the same time, we observe substantial misalignment between formal policy and employee perception: 42.6% of employees fail to recognize an existing quota, and 30.0% believe a quota exists where it does not. Perceiving a quota is associated with higher work engagement among both women and men; however, this relationship is significantly weaker when quotas are legally obligated, indicating that external obligation reduces their signaling value. Theoretically, our study advances signaling research in HRM and diversity by showing that awareness is a critical precondition and that employees respond to quotas based on their signaling value. Practically, our findings suggest that organizations should actively ensure quotas are noticed and interpreted as commitments to gender equality, as complying with legal obligations alone is insufficient.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1161-1180"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70068","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373608","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