Human Resource Management最新文献_第2页

Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well-Being: A Frame-of-Reference Perspective 领导-下属人力资源归因（不）认同及其对员工幸福感的影响：一个参考框架视角

IF 6 2区管理学

Human Resource Management Pub Date : 2025-01-05 DOI: 10.1002/hrm.22278

Byron Y. Lee, Ying Wang, Sunghoon Kim, Zhen Wang

{"title":"Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well-Being: A Frame-of-Reference Perspective","authors":"Byron Y. Lee, Ying Wang, Sunghoon Kim, Zhen Wang","doi":"10.1002/hrm.22278","DOIUrl":"https://doi.org/10.1002/hrm.22278","url":null,"abstract":"<div>\u0000 \u0000 <p>Existing human resource (HR) theory highlights that differences in perceptions of HR practices between leaders and subordinates have a critical impact on employee outcomes. We extend such literature by drawing on frame-of-reference theory to develop and test a model examining how different patterns of (dis)agreement in leader and subordinate employee HR attributions affect employee well-being. Specifically, we conceptualize that leaders and subordinates form (dis)similar frames of reference based upon employee well-being HR attribution, which impacts employee well-being through organization-based self-esteem (OBSE) in different ways. Using polynomial regression and response surface modeling, our results confirm our hypotheses to show that leader–subordinate agreement on employee well-being HR attribution positively impacts OBSE, with a stronger effect when such attribution agreement is high rather than low. Furthermore, when subordinates have a higher level of employee well-being HR attribution compared with the leader, there is a more pronounced positive impact on OBSE, which, in turn, enhances employee well-being. We discuss the theoretical and practical implications of our study to the HR literature.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 3","pages":"679-693"},"PeriodicalIF":6.0,"publicationDate":"2025-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143926075","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 Does the Visibility of LGBTQ+ Directors Influence Firm Value? The Mediating Role of Environmental, Social, and Governance Performance LGBTQ+董事的知名度如何影响公司价值？环境、社会和治理绩效的中介作用

IF 6 2区管理学

Human Resource Management Pub Date : 2025-01-05 DOI: 10.1002/hrm.22283

Ryan Federo, Ruth V. Aguilera

{"title":"How Does the Visibility of LGBTQ+ Directors Influence Firm Value? The Mediating Role of Environmental, Social, and Governance Performance","authors":"Ryan Federo, Ruth V. Aguilera","doi":"10.1002/hrm.22283","DOIUrl":"https://doi.org/10.1002/hrm.22283","url":null,"abstract":"<div>\u0000 \u0000 <p>Board directors who identify as lesbian, gay, bisexual, transgender, queer, and other identities (LGBTQ+) are now more visible at the corporate apex, as the attainment of diversity, equity, and inclusion at the upper echelons is a goal for many organizations, researchers, and policymakers worldwide. The visibility of LGBTQ+ directors implies the shift toward truly diverse boards that demonstrate commitment to the provision of equal career opportunities and empowerment for all types of individuals. However, we still lack knowledge regarding the relationship between LGBTQ+ board representation and firm outcomes. Drawing on upper echelons and signaling theories, we examine a sample of Fortune 500 companies to identify how LGBTQ+ directors influence their firm values. Our OLS regressions on an unbalanced panel dataset of 441 firms in 2021–2022 reveal that the visibility of LGBTQ+ directors is positively associated with enterprise value, and this relationship is mediated by environmental, social, and governance performance, which can be attributed to corporate social performance. Our research contributes to the literature by showing how the visibility of LGBTQ+ status in the boardroom can matter on firms.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 3","pages":"731-752"},"PeriodicalIF":6.0,"publicationDate":"2025-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143926073","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

Team Diversity as a Safety Asset: A Field Investigation of Language Diversity and Occupational Safety 作为安全资产的团队多样性：语言多样性与职业安全的实地调查

IF 6 2区管理学

Human Resource Management Pub Date : 2025-01-05 DOI: 10.1002/hrm.22280

Christina N. Lacerenza, Stefanie K. Johnson, Natalie V. Schwatka, Marissa A. Beldon, Jack T. Dennerlein

{"title":"Team Diversity as a Safety Asset: A Field Investigation of Language Diversity and Occupational Safety","authors":"Christina N. Lacerenza, Stefanie K. Johnson, Natalie V. Schwatka, Marissa A. Beldon, Jack T. Dennerlein","doi":"10.1002/hrm.22280","DOIUrl":"https://doi.org/10.1002/hrm.22280","url":null,"abstract":"<div>\u0000 \u0000 <p>Despite significant progress in understanding how situational factors influence safety compliance, the effects of team diversity—particularly language diversity—on safety outcomes remain underexplored. This is particularly concerning given the prevalence of language diversity in teams operating in hazardous environments and the disparities in accident rates, injuries, and fatalities among workers from diverse linguistic and racial-ethnic backgrounds. In this study, we examine how language diversity affects occupational safety, and therefore begin to resolve an unsettled deliberation of whether diversity is a detractor or catalyst of safety outcomes. Integrating social identity theory and work on leader member exchange differentiation, we develop and test a model hypothesizing that team language diversity is positively related to safety compliance and that this relationship can be explained by leaders' relationships with followers. Analysis of survey data from over 1,000 construction workers (162 teams) showed that our hypotheses were generally supported; that team language diversity was positively related to safety compliance. Further, we found that this relationship can be explained by the process of leader-member exchange differentiation, but only when leaders also exhibit safety-specific transformational leadership (SSTL). We discuss these results in detail and implications for scientists and human resource practitioners are presented.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 3","pages":"695-711"},"PeriodicalIF":6.0,"publicationDate":"2025-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143926076","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 Buffering Role of Anti-Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence 反暴力人力资源管理实践在塑造警察如何应对工作场所暴力中的缓冲作用

IF 6 2区管理学

Human Resource Management Pub Date : 2025-01-05 DOI: 10.1002/hrm.22281

Kerstin Alfes, Tse Leng Tham, Patricia Pariona-Cabrera, Peter Holland, Timothy Bartram

{"title":"The Buffering Role of Anti-Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence","authors":"Kerstin Alfes, Tse Leng Tham, Patricia Pariona-Cabrera, Peter Holland, Timothy Bartram","doi":"10.1002/hrm.22281","DOIUrl":"https://doi.org/10.1002/hrm.22281","url":null,"abstract":"<p>Anti-violence Human Resource Management (HRM) practices can be used as an organizational resource to buffer the effects of violence experienced by frontline workers. This research examines the process through which different forms of workplace violence (i.e., physical, verbal, and vicarious) impact how employees cope, and thereby their intentions to leave the profession. Drawing on Conservation of Resources (COR) theory, we collected two waves of data (<i>N</i> = 371) from police officers in Victoria, Australia, to test our proposed hypotheses. The findings demonstrated that physical violence, verbal abuse, and vicarious violence were positively associated with coping through denial. Importantly, coping through denial mediated the relationship between physical violence, verbal abuse, and vicarious violence on police officers' intention to leave the profession. Finally, anti-violence HRM practices buffered the indirect effect of physical violence and vicarious violence on the intention to leave the profession via coping through denial, whereas no effect was found for verbal abuse. Our results therefore suggest that anti-violence HRM practices play a pivotal role in managing incidents of violence at work against frontline workers. The findings' contributions to HRM theory and practice, as well as future research, are discussed.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 3","pages":"713-730"},"PeriodicalIF":6.0,"publicationDate":"2025-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22281","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143926091","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

Silencing Quiet Quitting: Crafting a Symphony of High-Performance Work Systems and Psychological Conditions 《安静辞职：打造高性能工作系统和心理状况的交响乐》

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-25 DOI: 10.1002/hrm.22275

Promila Agarwal, Prabhjot Kaur, Pawan Budhwar

引用次数: 0

Sink or Swim? Empowering Trainees for Informal Learning to Improve Transfer and Distal Outcomes 沉沦还是游泳？授权学员进行非正式学习以改善转移和远端结果

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-25 DOI: 10.1002/hrm.22276

Blake A. Runnalls, Brian D. Blume, Jason L. Huang, Zhonghao Wang, J. Kevin Ford

{"title":"Sink or Swim? Empowering Trainees for Informal Learning to Improve Transfer and Distal Outcomes","authors":"Blake A. Runnalls, Brian D. Blume, Jason L. Huang, Zhonghao Wang, J. Kevin Ford","doi":"10.1002/hrm.22276","DOIUrl":"https://doi.org/10.1002/hrm.22276","url":null,"abstract":"<p>When employees begin a new job in a competitive sales environment, they have a lot to learn in a short period of time. Most organizations incorporate an employee orientation and formal training, but newcomers also learn informally while on the job. We examine the impact of informal field-based learning (IFBL) on individual outcomes of 242 newcomer sales employees. We investigate how supervisor empowerment interacts with employees' goal orientation to impact IFBL, which serves as a conduit to further influence training transfer and employee outcomes (i.e., supervisor-rated performance, promotion, and turnover). Results demonstrate that IFBL promotes formal training transfer, which influences newcomers subsequent job performance, promotion, and turnover. We also found that supervisor empowerment has an indirect effect on employee promotion and turnover sequentially through IFBL, training transfer, and performance, and this indirect effect is moderated by employee goal orientation. Practical implications for leveraging supervisor empowerment and tailoring support based on employee goal orientation are discussed.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 3","pages":"637-653"},"PeriodicalIF":6.0,"publicationDate":"2024-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22276","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143926206","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

Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM 探索感知的双重性：对算法人力资源管理的不确定性，厌恶和欣赏的见解

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-22 DOI: 10.1002/hrm.22263

Anushree Tandon, Amandeep Dhir, Ashish Malik, Pawan Budhwar, Puneet Kaur

{"title":"Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM","authors":"Anushree Tandon, Amandeep Dhir, Ashish Malik, Pawan Budhwar, Puneet Kaur","doi":"10.1002/hrm.22263","DOIUrl":"https://doi.org/10.1002/hrm.22263","url":null,"abstract":"<p>The human resource management (HRM) function has witnessed the rapid integration of algorithms into incumbent processes; however, significant employee resistance and aversion to algorithmic decision-making have also been reported. Research on algorithmic HRM practices indicates an underlying duality of perceptual responses by HRM professionals towards this technology. We seek to understand how HRM professionals experience algorithmic HRM use and determine if there are bright sides to its organizational integration. We undertake a qualitative, open-ended study based on written responses to open-ended questions from 58 respondents in the United Kingdom and the United States of America. The data were thematically analyzed using grounded theory, which revealed four themes representing HRM professionals' overarching perspectives on why algorithmic HRM precipitates aversion or appreciation. The first two themes highlight HRM professionals' perceived subjective uncertainty regarding algorithmic HRM and its perceived negative effects on the organization. The third theme acknowledges the positive effect of algorithmic HRM, and the final theme discusses three critical coping strategies (embrace, avoid, and collaborate) that HRM professionals adopt to counteract their experienced fears. Our findings suggest that HRM professionals adopt a cautiously fearful rather than a wholly adverse outlook towards algorithmic HRM, wherein aversion and appreciation appear to emerge simultaneously. We contend this existence of a duality of perceptual responses to algorithmic HRM may be a precursor to setting a harmonious collaboration between humans and algorithms in the HRM domain, contingent on appropriate levels of oversight and governance. Implications for theory and managerial practice are also discussed.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 2","pages":"583-616"},"PeriodicalIF":6.0,"publicationDate":"2024-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22263","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530740","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

Commitment and Quiet Quitting: A Qualitative Longitudinal Study 承诺与安静戒烟：一项定性的纵向研究

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-18 DOI: 10.1002/hrm.22274

Lloyd C. Harris

{"title":"Commitment and Quiet Quitting: A Qualitative Longitudinal Study","authors":"Lloyd C. Harris","doi":"10.1002/hrm.22274","DOIUrl":"https://doi.org/10.1002/hrm.22274","url":null,"abstract":"<p>Recently scholars across a range of fields have noted the importance of the issue of quiet quitting in term of both pervasiveness and profundity of impact. Our study views quiet quitting as employees intentionally opting actively to manage their work/working lives to adhere to contracted duties/hours while avoiding voluntarily taking on additional responsibilities, tasks, or roles. To date, almost universally, existing studies assume that quiet quitting is a single, monolithic, homogenous phenomenon which relentlessly generates ‘bad’ outcomes for firms and ‘good’ outcomes for perpetrators. This current study addresses these important assumptions with a key aim of our research is to supply grounded evidence of the nature of quiet quitting and to examine the outcomes of such actions for perpetrators' longitudinally. To facilitate this, we adopt the concept of commitment as our conceptual lens for explicating how employees' quiet quitting is manifested and utilize a longitudinal, qualitative research design to gauge outcomes. After outlining existing research in the area, we detail our research design and methodology, before presenting the insights gained during data collection and analysis. Our paper concludes with a discussion of a series of contributions to both theory and practice.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 2","pages":"565-582"},"PeriodicalIF":6.0,"publicationDate":"2024-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22274","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530591","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

Leaders Inflate Performance Ratings for Employees Who Use Robots to Augment Their Performance 领导者会给那些使用机器人来提高绩效的员工夸大绩效评分

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-11 DOI: 10.1002/hrm.22267

Guohua He, Kai Chi Yam, Puchu Zhao, Xiaowei Dong, Lixun Zheng, Xin Qin

{"title":"Leaders Inflate Performance Ratings for Employees Who Use Robots to Augment Their Performance","authors":"Guohua He, Kai Chi Yam, Puchu Zhao, Xiaowei Dong, Lixun Zheng, Xin Qin","doi":"10.1002/hrm.22267","DOIUrl":"https://doi.org/10.1002/hrm.22267","url":null,"abstract":"<div>\u0000 \u0000 <p>With robot usage becoming increasingly prevalent in contemporary workplaces, a key task for supervisors is conducting performance ratings in the context of employee-robot value co-creation. In this research, we explore whether, how, and when employees' robot usage affects supervisors' performance ratings. Drawing upon attribution theory, we suggest that supervisors might overestimate the performance of employees who use robots at work. Across a pilot study, two experiments, and one field study, we find that employees' robot usage is positively associated with supervisors' illusory performance transference (i.e., supervisors' belief that robot–associated performance should be attributed to employees who use robots at work). In turn, this transference is positively associated with high performance ratings for the respective employees. Furthermore, the supervisor–perceived experience of robots (i.e., supervisors' perceptions that robots are able to feel emotions and sensations) weakens this indirect effect. We conclude by discussing the theoretical and practical implications of our findings and future directions.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 2","pages":"543-563"},"PeriodicalIF":6.0,"publicationDate":"2024-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530363","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

Dancing in Tandem: The Role of HR Value Congruence and Line Manager-HR Manager Collaboration in Effective HR Implementation 协同舞蹈：人力资源价值一致性和直线经理-人力资源经理协作在有效人力资源实施中的作用

IF 6 2区管理学

Human Resource Management Pub Date : 2024-12-03 DOI: 10.1002/hrm.22272

Zhengtang Zhang, Hun Whee Lee, Kaifeng Jiang, Yuyao Chen

{"title":"Dancing in Tandem: The Role of HR Value Congruence and Line Manager-HR Manager Collaboration in Effective HR Implementation","authors":"Zhengtang Zhang, Hun Whee Lee, Kaifeng Jiang, Yuyao Chen","doi":"10.1002/hrm.22272","DOIUrl":"https://doi.org/10.1002/hrm.22272","url":null,"abstract":"<div>\u0000 \u0000 <p>Despite the increasing significance of partnerships between line managers and human resource managers in implementing HR practices, prior research has overlooked the potential interplay between these two groups in terms of collaboration and line managers' subsequent HR implementation behavior. By integrating insights from value congruence theory and social context theory, we formulated a model that examines how congruence or incongruence in HR values between line managers and HR managers influences line managers' HR implementation behaviors through their collaboration. We tested our hypotheses using multi-source and multi-wave data from 206 stores within a large retail chain organization (206 line managers, 206 HR managers, and 1227 employees). The polynomial regression results revealed that optimal collaboration and line managers' HR implementation behaviors occur when both parties agree on HR value, while disagreement negatively impacts these aspects. Moreover, we observed significant differences between the two levels of agreement (i.e., “high–high” congruence vs. “low–low” congruence). We further found that HR managers' political skill moderates the relationship between incongruence in HR value and collaboration levels. This research advances the understanding of HR implementation by emphasizing the importance of mutual agreement between line managers and HR managers and the role of HR managers' political skill.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 2","pages":"523-541"},"PeriodicalIF":6.0,"publicationDate":"2024-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143530476","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