Human Resource Management最新文献_第3页

Thriving at Work: A Synthesis of Human Resource Management Perspectives and a Future Research Agenda 在工作中蓬勃发展：人力资源管理观点的综合和未来的研究议程

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-05 DOI: 10.1002/hrm.70017

Zhou Jiang, Chia-Huei Wu, Angela J. Xu, Karina van de Voorde

{"title":"Thriving at Work: A Synthesis of Human Resource Management Perspectives and a Future Research Agenda","authors":"Zhou Jiang, Chia-Huei Wu, Angela J. Xu, Karina van de Voorde","doi":"10.1002/hrm.70017","DOIUrl":"https://doi.org/10.1002/hrm.70017","url":null,"abstract":"Thriving at work is a psychological state defined by dual experiences of vitality and learning. Existing research suggests that HRM practices can play a pivotal role in fostering employee thriving. In this perspective paper, we review the current literature on the relationship between HRM practices and employee thriving through five broad conceptual frameworks: (1) high-performance HRM systems, (2) development-oriented HRM, (3) purposeful and responsible HRM, (4) relational and inclusive HRM, and (5) multilevel contextual HRM. Beyond this review, we propose four key avenues for future research aimed at advancing our understanding of how HRM practices contribute to employee thriving. These research directions seek to explore the underlying mechanisms, contexts, and conditions that influence the effectiveness of HRM practices in promoting thriving, with a particular focus on sustaining employee thriving over time. Through these insights, we aim to provide a more nuanced understanding of how HRM can be strategically designed and implemented to support sustainable and regenerative thriving in dynamic work environments.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"133-149"},"PeriodicalIF":9.0,"publicationDate":"2025-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70017","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909324","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

Star Advantage: Employee Value Creation and Capture in the Age of Artificial Intelligence 明星优势：人工智能时代的员工价值创造与获取

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-05 DOI: 10.1002/hrm.70023

Matthew L. Call, Kaifeng Jiang, Connor Idso

{"title":"Star Advantage: Employee Value Creation and Capture in the Age of Artificial Intelligence","authors":"Matthew L. Call, Kaifeng Jiang, Connor Idso","doi":"10.1002/hrm.70023","DOIUrl":"https://doi.org/10.1002/hrm.70023","url":null,"abstract":"The integration of generative artificial intelligence (AI) into knowledge work is fundamentally reshaping employee performance and value creation in ways that challenge conventional wisdom. Rather than performance disparities being reduced through AI adoption, we argue that they may increase as star employees leverage superior domain expertise and strategic AI deployment to widen performance gaps—a phenomenon we term the “AI-specific Matthew Effect.” These performance transformations coincide with dramatic shifts in value appropriation dynamics: Personal AI tools will enhance employee bargaining power by enabling portable, high-value outputs independent of organizational resources, whereas enterprise AI systems serve as novel isolating mechanisms that strengthen firm value capture. These developments necessitate a theoretical reconceptualization of strategic human capital frameworks. Accordingly, we introduce the AI-specific Matthew Effect to explain how AI may intensify performance stratification, modeling how AI reconfigures value creation and capture between employees and firms, and extending foundational human capital theories to account for human–AI complementarity. Our integrative theoretical framework offers critical guidance for navigating this transformation, helping organizations balance productivity gains with workforce equity in an uncertain era of interdependent human and artificial intelligence.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"151-167"},"PeriodicalIF":9.0,"publicationDate":"2025-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70023","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909325","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

Algorithmic Management in Limbo: Task-Driven Interweaving of Hierarchy and Market Management 悬而未决的算法管理：任务驱动的层级与市场管理的交织

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-04 DOI: 10.1002/hrm.70019

Andrew Phillip Robinson, Mohammad Hossein Jarrahi, Anne Keegan, Jeroen Meijerink

{"title":"Algorithmic Management in Limbo: Task-Driven Interweaving of Hierarchy and Market Management","authors":"Andrew Phillip Robinson, Mohammad Hossein Jarrahi, Anne Keegan, Jeroen Meijerink","doi":"10.1002/hrm.70019","DOIUrl":"https://doi.org/10.1002/hrm.70019","url":null,"abstract":"The growing use of algorithmic management (AM) in human resource (HR) activities has attracted growing attention from HR scholars, as organizations increasingly rely on digital labor platforms to leverage external workers. This study examines how these platforms apply AM in human resource management (HRM) and how these algorithmic systems embed both market and hierarchy management principles for shaping worker control and autonomy. Specifically, we seek to examine how AM manifests in two distinct ways across these platforms: one involving hierarchy and control, and another involving matching and autonomy. Using an inductive qualitative design, we analyzed 33 semi-structured interviews with platform workers and documentary data from 23 digital labor platforms. Whereas prior research often frames AM in binary terms—that is, market/autonomy versus hierarchy/control—we explore how task characteristics influence the joint application of both market and hierarchy principles in AM for HRM activities of digital labor platforms. Our findings show how platforms dynamically calibrate market and hierarchy approaches to AM in response to task demands, balancing flexibility, oversight, discretion, and incentives. For HR scholars, this study highlights the flexible and conditional nature of AM systems that blend autonomy and control in nuanced ways. By moving beyond the dominant autonomy-versus-control dichotomy, we show how AM is configured to align with diverse forms of work across platforms, enhancing efficiency while sustaining worker engagement amid evolving task demands.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"117-131"},"PeriodicalIF":9.0,"publicationDate":"2025-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909055","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

Transforming Recruitment and Selection Practices in Organizations Through Discriminative and Generative AI Adoption: A Structuration Lens 通过甄别和生成人工智能的采用来改变组织中的招聘和选拔实践：一个结构视角

IF 9 2区管理学

Human Resource Management Pub Date : 2025-09-03 DOI: 10.1002/hrm.70018

Debolina Dutta, P. M. Naveen

{"title":"Transforming Recruitment and Selection Practices in Organizations Through Discriminative and Generative AI Adoption: A Structuration Lens","authors":"Debolina Dutta, P. M. Naveen","doi":"10.1002/hrm.70018","DOIUrl":"https://doi.org/10.1002/hrm.70018","url":null,"abstract":"The emergence of Artificial Intelligence (AI) has dramatically impacted human decision-making, productivity, and human agentic role delivery, thereby transforming HRM practices, particularly in recruitment and selection. Traditional recruitment and selection methods involve the dynamic interplay of structure and human agents. This interplay is changing with the emergence of human-technology-conjoined agencies that share task delivery and role performance responsibilities, thereby altering and creating new recruitment and selection routines. We conducted an exploratory qualitative study with 43 HR and talent acquisition leaders in a high-growth emerging market context to understand the transformational role of discriminative and generative AI technology agencies in changing recruitment and selection practices. This study contributes to existing HRM literature by demonstrating the impact of discriminative and generative AI in recruitment and selection and the simultaneous human-AI collaboration and algorithmic management of humans emerging as a consequence. Furthermore, we theorize the transformational changes in structures and processes across the entire recruitment and selection process emerging from conjoined agencies.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"77-115"},"PeriodicalIF":9.0,"publicationDate":"2025-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145904866","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 Illusion of Performance Management 绩效管理的错觉

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-17 DOI: 10.1002/hrm.70016

Kevin R. Murphy

引用次数: 0

The ABCs of Quiet Quitting: A Bifurcated Framework of Its Passive and Deliberate Types 安静辞职的abc：一个被动与刻意的分型框架

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-14 DOI: 10.1002/hrm.70015

Fizza Kanwal, Niken Putri, Samantha L. Jordan, Virginie Lopez-Kidwell, Gargi Sawhney, Rhonda K. Reger, Ashish Bijlani

{"title":"The ABCs of Quiet Quitting: A Bifurcated Framework of Its Passive and Deliberate Types","authors":"Fizza Kanwal, Niken Putri, Samantha L. Jordan, Virginie Lopez-Kidwell, Gargi Sawhney, Rhonda K. Reger, Ashish Bijlani","doi":"10.1002/hrm.70015","DOIUrl":"https://doi.org/10.1002/hrm.70015","url":null,"abstract":"<div>\u0000 \u0000 Our multi-study, mixed-methods research introduces a novel framework of quiet quitting and distinguishes it from related constructs in the human resources and organizational behavior literature. Studies 1 and 2 employ topic modeling of social and news media data and qualitative content analysis of in-depth interviews with self-identified quiet quitters, respectively, to examine how social media users, journalists, and quiet quitters define quiet quitting and describe its antecedents and consequences. Drawing on Kahn's framework of disengagement, we develop a bifurcated framework of quiet quitting comprising passive and deliberate types, each with distinct affective, cognitive, and behavioral dimensions. Study 3 uses a quasi-Q-sort methodology to compare passive and deliberate quiet quitting with existing human resources and organizational behavior constructs and reveals that quiet quitting is a novel concept, with its passive and deliberate types being distinct from nomologically related constructs. Our bifurcated framework makes valuable theoretical contributions and offers nuanced practical implications for organizations, establishing a solid foundation for future research to treat quiet quitting as a discrete phenomenon, moving the conversation beyond debating its academic relevance.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"5-38"},"PeriodicalIF":9.0,"publicationDate":"2025-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145905127","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

Employee Age and the Work–Family Interface: A Meta-Analysis and Framework Integrating Life Span and Life Course Perspectives 员工年龄与工作家庭界面：一个整合寿命与生命历程视角的元分析与框架

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-14 DOI: 10.1002/hrm.70007

Ellen Ernst Kossek, Andrew Yu, Shaun Pichler, Jiayun Xu

{"title":"Employee Age and the Work–Family Interface: A Meta-Analysis and Framework Integrating Life Span and Life Course Perspectives","authors":"Ellen Ernst Kossek, Andrew Yu, Shaun Pichler, Jiayun Xu","doi":"10.1002/hrm.70007","DOIUrl":"https://doi.org/10.1002/hrm.70007","url":null,"abstract":"Research on the relationship between age and the work–family interface (WFI) is critical to effective human resource management. Yet, findings remain inconsistent and lack theoretical integration. We conducted a meta-analysis (k = 256, n = 186,109) integrating lifespan and life course perspectives to develop a model of the relationship between age and the WFI. Drawing on socio-emotional selectivity theory (SEST), a prevalent lifespan approach, results reveal a significant linear relationship between age and the WFI, with variation contingent on the construct and directionality. Age was negatively associated with work-to-family conflict, family-to-work conflict, and family-to-work enrichment, and positively associated with work-to-family enrichment and work–family balance. We integrated a life course view to examine how personal (gender, race, age cohort), situational (job, marital status), and contextual (national, global) factors moderate these relationships. Declines in work-to-family conflict with age occurred for men but not women, suggesting a widening gender gap for older compared to younger workers. The negative association between age and work-to-family conflict was stronger than for family-to-work conflict among older adults (over age 50 cohort) and professionals. Younger adult workers under 30 reported significant work-to-family conflict. The relationship between age and the WFI was significantly moderated by national (U.S., Non-U.S.) and global (Global North, Global South) contexts, with the strength of age-related patterns in work–family conflict varying by gender and job status. Our results highlight that future HRM studies and organizational practice should focus on advancing age-inclusive policies to better address the increasingly varied age and work–family relationships across many employee subgroups.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"65 1","pages":"39-62"},"PeriodicalIF":9.0,"publicationDate":"2025-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145909163","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

That's Not What I Was Promised! Psychological Contracts and Quiet Quitting 那不是我得到的承诺！心理契约和安静戒烟

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-12 DOI: 10.1002/hrm.70011

Truit W. Gray, Anna M. Zabinski, Sherry (Qiang) Fu, Tanja R. Darden

{"title":"That's Not What I Was Promised! Psychological Contracts and Quiet Quitting","authors":"Truit W. Gray, Anna M. Zabinski, Sherry (Qiang) Fu, Tanja R. Darden","doi":"10.1002/hrm.70011","DOIUrl":"https://doi.org/10.1002/hrm.70011","url":null,"abstract":"The phrase “quiet quitting” has become a popular topic within the workplace and academia. However, the nomological network of quiet quitting is unclear. We contribute to quiet quitting research by incorporating organizational justice and job characteristics theories with a psychological contract and social exchange lens to illuminate antecedents and outcomes of quiet quitting. Prior to doing so, we address the conceptual and measurement challenges that threaten the knowledge accumulation of quiet quitting research. Using a qualitative study (N = 42) and prior research, we disentangle quiet quitting from its antecedents and outcomes to define it as intentionally performing to the minimum requirements of the job. We then develop a measure of quiet quitting across a subject matter expert review (N = 51), a naïve rater review (N = 90), and an assessment of the measure's psychometric properties (N = 198). Finally, we assess our conceptual model (N = 540) and find that psychological contract fulfillment has a negative indirect effect on quiet quitting through job satisfaction. Furthermore, psychological contract breach increases quiet quitting through job satisfaction. We find that quiet quitting subsequently increases CWBs and decreases OCBs. Our findings point toward an optimistic outlook: by accurately communicating expectations regarding organizational justice and job characteristics, human resource managers may be able to limit the prevalence of quiet quitting and subsequent detrimental behaviors within their organizations.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1833-1863"},"PeriodicalIF":9.0,"publicationDate":"2025-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70011","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426061","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

Best of Both Worlds: The Benefits of Hybrid Work Compared With Remote and In-Person Roles 两全其美：与远程和面对面的角色相比，混合工作的好处

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-07 DOI: 10.1002/hrm.70013

Gretchen Decker, William P. Butler, John P. Meriac

{"title":"Best of Both Worlds: The Benefits of Hybrid Work Compared With Remote and In-Person Roles","authors":"Gretchen Decker, William P. Butler, John P. Meriac","doi":"10.1002/hrm.70013","DOIUrl":"https://doi.org/10.1002/hrm.70013","url":null,"abstract":"<div>\u0000 \u0000 Divergent viewpoints have been shared regarding “return to office” mandates, which have aimed to reverse trends toward increased remote work. Employees affected by such recent mandates have generally reacted unfavorably, in many instances deciding to leave their organization, or in other instances withdrawing efforts. A recent trend that has been discussed as related to this issue is “quiet quitting”, which in part refers to withholding extra effort beyond satisfying minimum job requirements. Drawing from Self-Determination Theory and Psychological Contract Theory, we investigated work arrangements that may foster different work outcomes, including behaviors associated with quiet quitting, such as neglect, reduced voice, and reduced citizenship behavior. Specifically, we examined differences in employee attitudes and behaviors as a function of three work modalities, including (1) fully in-person, (2) fully remote, and (3) hybrid work. Results generally indicated more favorable outcomes for employees in a hybrid modality compared with in-person or remote roles.\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1803-1814"},"PeriodicalIF":9.0,"publicationDate":"2025-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426127","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

Exploring Coworker Perceptions of and Reactions to Quiet Quitting 探索同事对安静辞职的看法和反应

IF 9 2区管理学

Human Resource Management Pub Date : 2025-08-07 DOI: 10.1002/hrm.70014

Andrew A. Bennett, Rhett T. Epler, Veronica L. Thomas, Daroon Jalil

{"title":"Exploring Coworker Perceptions of and Reactions to Quiet Quitting","authors":"Andrew A. Bennett, Rhett T. Epler, Veronica L. Thomas, Daroon Jalil","doi":"10.1002/hrm.70014","DOIUrl":"https://doi.org/10.1002/hrm.70014","url":null,"abstract":"Quiet quitting is a relatively new phenomenon that has quickly caught the attention of both practitioners and academics. With the world of work becoming increasingly interconnected, we contribute to the discourse by approaching quiet quitting from the novel perspective of understanding how others in the workplace perceive those who engage in quiet quitting. To do so, we first provide a formalized definition of quiet quitting and differentiate coworkers' perceptions of quiet quitting from similar psychological constructs (Studies 1–3). We then examine employee responses to coworkers engaging in quiet quitting with a qualitative study (Study 4) and vignette design (Study 5), finding that as an employee's perception of coworker quiet quitting increases, supportive behaviors decrease and workplace incivility behaviors towards the coworker increase. The effect on workplace incivility behaviors is moderated by self-rated quiet quitting, such that employees who had higher self-rated quiet quitting were more likely to engage in incivility towards a coworker regardless of whether their coworker was quiet quitting. Overall, by exploring quiet quitting observed by a coworker, we provide a different perspective on this construct and extend past research to show how employees feel about and react to a coworker's quiet quitting behaviors.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1815-1831"},"PeriodicalIF":9.0,"publicationDate":"2025-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426149","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