Human Resource Management最新文献_第5页

Human resource executives' relative pay and firm performance 人力资源主管的相对薪酬与公司业绩

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-03-05 DOI: 10.1002/hrm.22209

Clint Chadwick, James P. Guthrie, Xuejing Xing, Shan Yan

引用次数: 0

Dark side of algorithmic management on platform worker behaviors: A mixed-method study 算法管理对平台工作者行为的阴暗面：混合方法研究

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-02-29 DOI: 10.1002/hrm.22211

Ying Lu, Miles M. Yang, Jianhua Zhu, Ying Wang

引用次数: 0

The moderating role of social capital for late-career management intervention effects on older employees' work engagement 社会资本对老年员工工作投入的后期管理干预效果的调节作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-02-28 DOI: 10.1002/hrm.22212

Markku Jokisaari, Mervi Ruokolainen, Jukka Vuori

{"title":"The moderating role of social capital for late-career management intervention effects on older employees' work engagement","authors":"Markku Jokisaari, Mervi Ruokolainen, Jukka Vuori","doi":"10.1002/hrm.22212","DOIUrl":"10.1002/hrm.22212","url":null,"abstract":"Despite increasing interest in supporting older workers' motivation, retention, and well-being at work, knowledge about how social networks at work may affect the efficacy of training interventions among older employees is scarce. These social ties are an important source of resources for older workers' careers. This study examined the characteristics of older workers' personal social networks as boundary conditions for the effects of late-career management intervention on work engagement. Data were used from an earlier randomized controlled trial (RCT) in which senior employees (mean age of 58 years) participated in a peer group-based training intervention and were asked to complete follow-up surveys at baseline, post-intervention, and after 6 months (Vuori et al., 2019, Journal of Vocational Behavior, 115: 103327). The results showed that older workers' social ties at higher organizational levels (upper reachability) and the number of social ties at work moderated the effect of the intervention on work engagement. Specifically, the intervention aimed at enhancing employees' personal resources improved work engagement for senior employees with few or no social ties at work with whom they could discuss important matters, and for those with social ties at higher organizational levels. However, the relationship quality between older workers and their leaders showed no moderation effect. This study encourages human resources professionals to consider the social network characteristics and peer learning of older workers when providing training to enhance their work engagement.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 3","pages":"463-476"},"PeriodicalIF":6.6,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22212","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140016668","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

Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue-collar, nonprofit, and managerial work 是否 "一刀切"？工作特点在知识、蓝领、非营利和管理工作中培养工作激情的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-02-28 DOI: 10.1002/hrm.22210

Marina N. Astakhova, Alexander S. McKay, D. Harold Doty, Barbara R. Wooldridge

{"title":"Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue-collar, nonprofit, and managerial work","authors":"Marina N. Astakhova, Alexander S. McKay, D. Harold Doty, Barbara R. Wooldridge","doi":"10.1002/hrm.22210","DOIUrl":"10.1002/hrm.22210","url":null,"abstract":"We integrate the job characteristics and dual work passion models to explore the indirect (via work meaningfulness) effects of job characteristics (i.e., job autonomy, task identity, skill variety, task significance, feedback from the job and feedback from others) on two types of work passion, harmonious passion (HP) and obsessive passion (OP). We first advance occupation-specific predictions for job characteristics-to-work passion relationships and then explore differences in those relationships between HP and OP across four occupational sectors: knowledge work (n = 201), blue-collar work (n = 148), nonprofit work (n = 141), and managerial work (n = 133). Our findings demonstrate that job characteristics are important drivers of work passion. However, our key discovery is that the motivational impact of the job characteristics is not universally applicable but rather depends on the specific occupational context and whether passion is harmonious or obsessive. We therefore conclude that when it comes to translating job characteristics into work passion, the one-size-fits-all approach is not appropriate.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 3","pages":"443-462"},"PeriodicalIF":6.6,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140016728","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

An examination of whether and how leader humility enhances leader personal career success 研究领导者的谦逊是否以及如何促进领导者个人事业的成功

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-28 DOI: 10.1002/hrm.22208

Elsa T. Chan, David R. Hekman, Maw Der Foo

引用次数: 0

Blinded by “algo economicus”: Reflecting on the assumptions of algorithmic management research to move forward 被 "算法经济学 "蒙蔽了双眼：反思算法管理研究的假设，继续前进

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-23 DOI: 10.1002/hrm.22204

Laura Lamers, Jeroen Meijerink, Giorgio Rettagliata

引用次数: 0

Advancing work–life supportive contexts for the “haves” and “have nots”: Integrating supervisor training with work–life flexibility to impact exhaustion or engagement 为 "富人 "和 "穷人 "提供工作与生活的支持性环境：将主管培训与工作-生活灵活性相结合，以影响疲惫程度或参与度

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-18 DOI: 10.1002/hrm.22207

Ellen Ernst Kossek, Caitlin M. Porter, Lindsay Mechem Rosokha, Kelly Schwind Wilson, Deborah E. Rupp, Jared Law-Penrose

{"title":"Advancing work–life supportive contexts for the “haves” and “have nots”: Integrating supervisor training with work–life flexibility to impact exhaustion or engagement","authors":"Ellen Ernst Kossek, Caitlin M. Porter, Lindsay Mechem Rosokha, Kelly Schwind Wilson, Deborah E. Rupp, Jared Law-Penrose","doi":"10.1002/hrm.22207","DOIUrl":"10.1002/hrm.22207","url":null,"abstract":"Employers face many dilemmas in effectively implementing work–life flexibility to support employees' personal lives. A key issue is that some employees hold jobs with limited opportunities for work–life flexibility, making them susceptible to burnout; yet most employers believe they can do little to mitigate this dynamic. Furthermore, even when employees hold jobs with greater access to work–life flexibility, some do not take advantage of their flexibility to more fully engage in work and/or home roles. These issues are further exacerbated when supervisors are unsure of their role in supporting work–life flexibility. We identify work–life supportive context as a key factor that provides solutions to these dilemmas. Drawing on job demands resources theory, we posit that, when organizations provide work–life supportive training to supervisors, it promotes a work–life supportive context (i.e., signaling that the organization is supportive of employees' managing their work–life interface), which mitigates burnout for those with limited work–life flexibility and promotes engagement in work and home roles for those with greater work–life flexibility. Results from a year-long randomized field experiment suggest that, in contexts with trained supervisors and lower employee control over work schedules and boundaries (i.e., lower work–life flexibility), emotional exhaustion is reduced. In contexts with trained supervisors and higher employee control over work boundaries (i.e., higher work–life flexibility), family engagement increases. Surprisingly, irrespective of job access to work-life flexibility, supervisor participation in work–life support training did not enhance employee work engagement. Implications of our findings for fostering work–life supportive contexts are considered.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 3","pages":"397-411"},"PeriodicalIF":6.6,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22207","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139517819","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

Expatriate managers' personal financial insecurity indirectly thwarts team innovation: The role of state learning goal orientation 外派经理的个人财务不安全感间接阻碍了团队创新：国家学习目标导向的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-06 DOI: 10.1002/hrm.22206

Dan Ni, Shaoxue Wu, Michelle Xue Zheng, Wen Wu

引用次数: 0

Context is key: A 34-country analysis investigating how similar HRM systems emerge from similar contexts 背景是关键：对 34 个国家进行分析，探究相似背景下如何产生相似的人力资源管理制度

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-03 DOI: 10.1002/hrm.22205

Wolfgang Mayrhofer, Torsten Biemann, Irmela Koch-Bayram, Marco L. Rapp

{"title":"Context is key: A 34-country analysis investigating how similar HRM systems emerge from similar contexts","authors":"Wolfgang Mayrhofer, Torsten Biemann, Irmela Koch-Bayram, Marco L. Rapp","doi":"10.1002/hrm.22205","DOIUrl":"10.1002/hrm.22205","url":null,"abstract":"Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"355-371"},"PeriodicalIF":6.6,"publicationDate":"2024-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22205","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139374396","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

Power to the people—And then? A multilevel leadership perspective on organizational decentralization 权力属于人民--然后呢？组织权力下放的多层次领导视角

IF 6.6 2区管理学

Human Resource Management Pub Date : 2024-01-02 DOI: 10.1002/hrm.22203

Hendrik Huettermann, Stefan Berger, Max Reinwald, Heike Bruch

{"title":"Power to the people—And then? A multilevel leadership perspective on organizational decentralization","authors":"Hendrik Huettermann, Stefan Berger, Max Reinwald, Heike Bruch","doi":"10.1002/hrm.22203","DOIUrl":"10.1002/hrm.22203","url":null,"abstract":"As organizations strive for more flexibility, decentralized decision-making has been at the core of many modern HR approaches. Yet, on a company-wide scale, it remains unclear whether decentralized decision-making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee-level mechanism underlying the organizational-level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision-making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee-level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision-making in organizations.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"333-353"},"PeriodicalIF":6.6,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22203","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139374736","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