Human Resource Management最新文献_第3页

Help or Handicap? How Gender Moderates Pay Outcomes in Same-Gender Work Groups 帮助还是阻碍？性别如何影响同性工作群体的薪酬结果

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-03-06 DOI: 10.1002/hrm.70067

Mallory W. Decker, David R. Hekman

{"title":"Help or Handicap? How Gender Moderates Pay Outcomes in Same-Gender Work Groups","authors":"Mallory W. Decker, David R. Hekman","doi":"10.1002/hrm.70067","DOIUrl":"https://doi.org/10.1002/hrm.70067","url":null,"abstract":"<div>\u0000 \u0000 <p>Prominent anecdotal evidence from music and sports suggests wide pay gaps between members of all-men versus all-women teams, despite minimal gender pay gaps between solo performers. Across two field studies and two experiments, we demonstrate that working in same-gender groups creates divergent pay outcomes for women versus men: all-men groups receive the highest pay while all-women groups receive the lowest, resulting in a significantly wider gender pay gap at the group level than at the individual level. We theorize that this asymmetry stems from differential perceptions of intergroup social competition enhancement strategy, as all-women groups are perceived as engaging in collective action to challenge status hierarchies, while all-men groups are not. These perceptions mediate the relationship between group composition and pay, denying women the legitimacy benefits that all-men groups receive. Our findings contribute to gender bias research by revealing that gender pay gaps compound at the group level: men working together receive advantages that women working together do not, perpetuating pay inequities through group-level bias mechanisms.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1097-1123"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373357","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

Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers? 为什么纵向薪酬差异大会增加员工和高级管理人员的流动率？

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-02-22 DOI: 10.1002/hrm.70059

Jiaxin Liu, Xu Huang, Jingyu Dong, Jialing Xiao, Peter A. Bamberger, Jueni Lyu

{"title":"Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers?","authors":"Jiaxin Liu, Xu Huang, Jingyu Dong, Jialing Xiao, Peter A. Bamberger, Jueni Lyu","doi":"10.1002/hrm.70059","DOIUrl":"https://doi.org/10.1002/hrm.70059","url":null,"abstract":"<div>\u0000 \u0000 <p>This study examines the complex relationship between vertical pay dispersion (i.e., pay disparities across different organizational levels) and employee turnover by integrating insights from tournament theory and equity theory. While vertical pay dispersion is designed to incentivize career advancement, we argue it can simultaneously elevate turnover at all levels by fostering competition and inequity. Based on data collected from 302 firms in the Great Bay Area (Guangdong Province in Mainland China, Hong Kong, and Macao), our results show that greater vertical pay dispersion increases turnover for senior managers as well as lower-level managers and employees. Inconsistent with tournament logic, we find that the detrimental effect of vertical pay dispersion on turnover is not significantly weaker for senior managers who benefit from the dispersion than for lower-level managers and employees. Drawing on equity theory, we further investigate the moderating role of high-investment human resource systems (HIHRS), which reflect an organization's fair treatment of employees. Results support the hypothesis that the coexistence of high vertical pay dispersion and high HIHRS within a firm increases both employee and senior manager turnover, as these practices send conflicting signals about organizational priorities and equity. These findings contribute to compensation literature by unfolding the contingent and differential effects of pay structures on turnover across hierarchical levels and organizational contexts.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1055-1073"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373500","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

Work Design and Compensation Strategies in a Post-COVID World: Evidence From Online Job Postings 后疫情时代的工作设计和薪酬策略：来自在线招聘的证据

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.70057

Chunmian Ge, Huiqi Deng, Dongyuan Wu, Hanwei Huang, James H. Dulebohn

{"title":"Work Design and Compensation Strategies in a Post-COVID World: Evidence From Online Job Postings","authors":"Chunmian Ge, Huiqi Deng, Dongyuan Wu, Hanwei Huang, James H. Dulebohn","doi":"10.1002/hrm.70057","DOIUrl":"https://doi.org/10.1002/hrm.70057","url":null,"abstract":"<div>\u0000 \u0000 <p>This study examines how the COVID-19 pandemic, as a disruptive external shock, has reshaped organizational practices, with particular emphasis on changes in work design and compensation strategies. Drawing on a unique dataset of over 1.8 million online job postings from Chinese publicly listed firms, we employed a large language model to systematically quantify work design characteristics. Using a difference-in-differences approach, we found that the pandemic significantly enhanced skill variety, task identity, task significance, autonomy, feedback, and work-from-home feasibility. Notably, these effects varied by occupational nonroutineness: occupations with high nonroutineness exhibited larger increases in task significance but smaller increases in other work design characteristics. Moreover, work design characteristics mediated the relationship between the pandemic and salaries, though these indirect effects were attenuated for nonroutine occupations. Additionally, we observed post-pandemic adjustments in firms' compensation, including notable declines in performance-related pay and insurance benefits, accompanied by increases in subsidies. These findings provide new insights into how organizations redesign work and adjust compensation strategies in response to large-scale external shocks.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"975-994"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373112","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

Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integrative Review and Future Outlook 在战略人力资源管理研究中解释员工对人力资源实践的看法的可变性：综合回顾和未来展望

IF 8.5 2区管理学

Human Resource Management Pub Date : 2026-07-02 Epub Date: 2026-03-18 DOI: 10.1002/hrm.70066

Jeske van Beurden, Susanne Beijer, Kaifeng Jiang, Karina van de Voorde, Anthony Nyberg

{"title":"Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integrative Review and Future Outlook","authors":"Jeske van Beurden, Susanne Beijer, Kaifeng Jiang, Karina van de Voorde, Anthony Nyberg","doi":"10.1002/hrm.70066","DOIUrl":"https://doi.org/10.1002/hrm.70066","url":null,"abstract":"<p>Employee perceptions of human resource (HR) practices have become a central focus in strategic human resource management (HRM) research due to their impact on individual and organizational outcomes. Recent studies highlight the importance of understanding how these perceptions are formed, what they encompass, and why they vary across employees. This special issue of <i>Human Resource Management</i> aims to advance this evolving area of research by focusing on variability in employee perceptions of HR practices. We review the current literature on employee perceptions of HR practices, including (1) theoretical and conceptual clarity of the employee perceptions of HR practices construct, (2) antecedents of these perceptions across multiple levels (i.e., individual, HR department, (line) management, and organizational levels), (3) stakeholder alignment, and (4) the dynamic nature of perceptions of HR practices. We then consolidate existing research by offering an integrated overview based on extant studies, incorporating the four themes featured in this special issue. To guide future research, we present a comprehensive agenda aimed at fostering a more nuanced understanding of employee perceptions of HR practices, thereby enhancing both theoretical insights and practical impact in strategic HRM.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1147-1159"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70066","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373202","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

The Effect of CEO Political Ideology on Firms' Implementation of ESOP and Work-Family Benefits CEO政治意识形态对企业实施员工持股计划和工作-家庭福利的影响

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.70065

David H. Weng, Shaun M. Pichler

{"title":"The Effect of CEO Political Ideology on Firms' Implementation of ESOP and Work-Family Benefits","authors":"David H. Weng, Shaun M. Pichler","doi":"10.1002/hrm.70065","DOIUrl":"https://doi.org/10.1002/hrm.70065","url":null,"abstract":"<div>\u0000 \u0000 <p>Drawing on research on political ideology and the HRM literature, we postulate that the degree to which CEOs are politically liberal will affect firms' use of employee stock ownership plans (ESOP) and work-family benefits in two distinct ways. First, political liberalism increases CEOs' motivation to practice egalitarianism (including more equal compensation). Second, liberalism steers CEOs to be open to practices that foster social changes. Hence, we contend that CEO political liberalism will increase the firm's likelihood of implementing ESOP and work-family benefits. Further, we suggest that certain contingencies will moderate these associations. Results derived from a dataset of <i>Fortune</i> 500 firms based in the US from 2002 to 2018 (<i>n</i> = 2,363) support our arguments. We measured ESOP by a binary variable indicating whether a firm implemented any stock ownership program in a year, while work-family benefits was captured by a dummy suggesting whether a firm had a work-life balance policy in a year. Our findings contribute to the literature on HRM practice implementation and political ideology.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 4","pages":"1199-1221"},"PeriodicalIF":8.5,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373610","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

IF 9 2区管理学

Human Resource Management Pub Date : 2026-04-28

引用次数: 0

Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective 在紧张和宽松的社会中延长工作寿命的必要人力资源管理实践：比较视角

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-21 DOI: 10.1002/hrm.70040

Eduardo Oliveira, Beatrice Isabella Johanna Maria Van der Heijden, Julia Sabrina Finsel, Hila Axelrad, Eva Derous, Xiuzhu Gu, Izabela Marzec, Reidar Johan Mykletun, Michela Vignoli, Sofija Pajic, Anne Marit Wöhrmann, Jürgen Deller

{"title":"Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective","authors":"Eduardo Oliveira, Beatrice Isabella Johanna Maria Van der Heijden, Julia Sabrina Finsel, Hila Axelrad, Eva Derous, Xiuzhu Gu, Izabela Marzec, Reidar Johan Mykletun, Michela Vignoli, Sofija Pajic, Anne Marit Wöhrmann, Jürgen Deller","doi":"10.1002/hrm.70040","DOIUrl":"https://doi.org/10.1002/hrm.70040","url":null,"abstract":"<p>The aging workforce demands evidence-based human resource practices that lengthen working lives. Building on the Conservation of Resources theory (Hobfoll 1989), we investigate which organizational practices are indispensable for expanding older workers' occupational future time perspective (OFTP)—people's perceived opportunities and remaining time at work (Zacher and Frese 2009). A necessary condition analysis of survey data from 3077 workers aged 50+ in nine countries tests nine domains of the Later Life Workplace Index (LLWI) as potential <i>minimal viable practices</i>. All domains exhibited statistically significant necessity effects; however, using the conventional threshold (Dul et al. 2023), only later life supportive leadership and adaptive work design reached the level considered <i>meaningfully necessary</i>. The remaining domains showed smaller, near necessity effects, suggesting a pattern of partial necessity across HRM practices. Exploratory analyses along the Tightness–Looseness cultural continuum suggested that necessity thresholds tended to be higher in culturally Tight than Loose societies, highlighting the importance of context-sensitive HRM. This study refines theorizing on career sustainability, introduces necessity logic to the work and aging literature, and offers managers evidence-based tools to prevent insurmountable shortcomings. Failure to meet the identified LLWI thresholds will typically result in suboptimal OFTP.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"561-589"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70040","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147567798","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

Neurodiversity at Work: Challenges and Opportunities for Human Resource Management 工作中的神经多样性：人力资源管理的挑战与机遇

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-03 DOI: 10.1002/hrm.70032

Sabrina D. Volpone, Sophie Hennekam

{"title":"Neurodiversity at Work: Challenges and Opportunities for Human Resource Management","authors":"Sabrina D. Volpone, Sophie Hennekam","doi":"10.1002/hrm.70032","DOIUrl":"https://doi.org/10.1002/hrm.70032","url":null,"abstract":"<div>\u0000 \u0000 <p>Neurodiversity—an umbrella term encompassing a range of neurocognitive developmental conditions such as autism-spectrum conditions, attention deficit and hyperactivity disorders (e.g., dyslexia, dysgraphia, dyspraxia, dyscalculia, and Tourette syndrome)—recognizes neurological differences as natural variations of the human brain. As management scholars increasingly explore this dimension of diversity, both researchers and practitioners are gaining a deeper understanding of the valuable contributions neurodivergent human capital can bring to the modern workplace. In this article, which serves as a primer for the special issue on neurodiversity and human resource management (HRM), we present a systematic review of the neurodiversity literature organized by employee lifecycle stage. The review synthesizes the most comprehensive practices at the intersection of neurodiversity and HRM. We then introduce the 13 articles featured in the special issue by positioning them within broader trends that emerged from our review. Moreover, we show how each article advances scholarship and practice in neurodiversity and HRM. We conclude by drawing on insights from both the review and the special issue contributions to offer recommendations for future research and practice that center on fostering more inclusive and effective HRM systems for neurodivergent individuals.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"447-471"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147562947","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 Important Is Pay and What Are the Effects (Positive and Negative) of Pay for Performance?: Evaluating Claims and Evidence 薪酬有多重要？绩效薪酬有什么影响（正面和负面）？：评估索赔和证据

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-11-14 DOI: 10.1002/hrm.70037

Barry Gerhart, Ji Hyun Kim, Shan He

{"title":"How Important Is Pay and What Are the Effects (Positive and Negative) of Pay for Performance?: Evaluating Claims and Evidence","authors":"Barry Gerhart, Ji Hyun Kim, Shan He","doi":"10.1002/hrm.70037","DOIUrl":"https://doi.org/10.1002/hrm.70037","url":null,"abstract":"<p>Compensation plays a pivotal role in shaping employee behavior, motivation, and well-being. Although extant research has explored various dimensions of compensation, questions about how important pay is to employees and concerns (on the part of employers and/or employees) about the unintended negative (in addition to intended positive) consequences of pay and pay for performance (PFP) decisions remain. For employers, these include claims that PFP can provoke undesirable employee behaviors and undermine employee intrinsic motivation and creativity, and that PFP-related organizational change is difficult to implement successfully. For employees, concerns include claims that PFP programs negatively affect employee health, well-being, and financial security. We address and evaluate these concerns in light of theory and evidence and emphasize the need to examine not only the potential negative but also the potential positive consequences of pay and PFP decisions. The strength of PFP effects is greater to the degree that pay is important to employees. Further, in the global context, where much of the world has lower income and higher poverty rates than in the higher productivity economies (e.g., the United States, Europe), we often study pay's importance and thus PFP's impact may be greater.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"531-559"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70037","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147565857","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 Firms Enhance Perceptions of Return-to-Office When Restricting Autonomy Over Where Work Occurs? 企业如何在限制工作地点自主权的情况下提高员工重返办公室的意识？

IF 9 2区管理学

Human Resource Management Pub Date : 2026-03-01 Epub Date: 2025-10-23 DOI: 10.1002/hrm.70034

Matthew B. Perrigino, Nina Granqvist, Roshni Raveendhran, Lusi Wu

{"title":"How Can Firms Enhance Perceptions of Return-to-Office When Restricting Autonomy Over Where Work Occurs?","authors":"Matthew B. Perrigino, Nina Granqvist, Roshni Raveendhran, Lusi Wu","doi":"10.1002/hrm.70034","DOIUrl":"https://doi.org/10.1002/hrm.70034","url":null,"abstract":"<div>\u0000 \u0000 <p>As return-to-office (RTO) policies grow in popularity, firms are struggling to quell resistance from employees—especially since RTO policies inherently restrict autonomy over where work occurs. Integrating HRM system strength and signaling theory with our critique that firms are often depicted as far more passive in the work-life flexibility literature than they are in practice, we theorize a process of RTO conversion as to how firms address the recoil effect they create (i.e., employee resistance) when introducing RTO. We conceptualize employees' perceptions of RTO as a continuum ranging from “employer-friendly” (low) to “employee-friendly” (high) based on the extent to which firms consider and rectify how on-site requirements misalign with employees' preferences for autonomy over where work occurs. Our work underscores the complexity of how RTO unfolds in practice, involving ongoing, dynamic efforts across multiple business functions to convert and sustain perceptions of RTO as employee-friendly. A core theme throughout is that an emphasis on quality of work life—specifically, enhancing the physical and psychosocial features of the workplace to improve employees' extrinsic and intrinsic on-site experiences—functions as a potentially viable <i>substitute</i> for autonomy over where work occurs. We also discuss implications for CEOs, HR leaders, strategy, policies, and practices.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 2","pages":"431-446"},"PeriodicalIF":9.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147568154","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