Human Resource Management最新文献_第5页

Exploring representations of human resource management as moral dirty work: A film study 探索人力资源管理作为道德肮脏工作的表现形式：电影研究

IF 6 2区管理学

Human Resource Management Pub Date : 2024-05-17 DOI: 10.1002/hrm.22227

Luca Carollo, Marco Guerci, Edoardo Della Torre, Giuseppe Previtali

{"title":"Exploring representations of human resource management as moral dirty work: A film study","authors":"Luca Carollo, Marco Guerci, Edoardo Della Torre, Giuseppe Previtali","doi":"10.1002/hrm.22227","DOIUrl":"10.1002/hrm.22227","url":null,"abstract":"It has been claimed that the HR “profession” suffers from a chronic shortage of social legitimacy. In this article, we advance the idea that HR is also to some extent subject to public stigmatization for being immoral. In other words, we maintain that certain aspects of contemporary HR work can be conceptualized as morally dirty work. We provide empirical support for this contention by analyzing a set of 28 films portraying HR practitioners at work. The research results comprise both task-related and method-related filmic representations of HR work as immoral, thus furnishing a comprehensive and nuanced picture of the moral issues that can affect the HR profession. Furthermore, the results show that some of the HR characters analyzed—typically those who hold a role as (co-)protagonists in the story—realize the immorality affecting their work and decide to distance themselves from it by either exiting the role, trying to reform it, or openly raising resistance against their employer. These research results suggest the need to integrate dirty work scholarship into study of the HR profession, while they provide important indications in terms of future HR research, practice and education.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 5","pages":"791-812"},"PeriodicalIF":6.0,"publicationDate":"2024-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22227","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140963899","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

Saving face: Leveraging artificial intelligence-based negative feedback to enhance employee job performance 保住面子：利用基于人工智能的负面反馈提高员工工作绩效

IF 6 2区管理学

Human Resource Management Pub Date : 2024-05-07 DOI: 10.1002/hrm.22226

Jialiang Pei, Hongli Wang, Qiuping Peng, Shanshi Liu

引用次数: 0

Dare to thrive! How and when do development idiosyncratic deals promote individual thriving at work? 敢于茁壮成长！发展特质交易如何以及何时促进个人在工作中的茁壮成长？

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-25 DOI: 10.1002/hrm.22225

Angela J. Xu, Zhou Jiang, Qin Zhou, Chia-Huei Wu

{"title":"Dare to thrive! How and when do development idiosyncratic deals promote individual thriving at work?","authors":"Angela J. Xu, Zhou Jiang, Qin Zhou, Chia-Huei Wu","doi":"10.1002/hrm.22225","DOIUrl":"10.1002/hrm.22225","url":null,"abstract":"Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i-deals) can contribute to individual thriving. We contend that possessing development i-deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high-quality leader–member exchange will enhance the function of development i-deals in triggering approach job crafting and subsequent thriving experiences. Results from a two-wave survey involving 278 managers in a pharmaceutical firm in China and a three-wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 5","pages":"755-773"},"PeriodicalIF":6.0,"publicationDate":"2024-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22225","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140657395","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

Managing upward and downward through informal networks in Jordan: The contested terrain of performance management 在约旦通过非正式网络进行向上和向下管理：有争议的绩效管理领域

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-18 DOI: 10.1002/hrm.22224

Muntaser J. Melhem, Tamer K. Darwish, Geoffrey Wood, Ismail Abushaikha

{"title":"Managing upward and downward through informal networks in Jordan: The contested terrain of performance management","authors":"Muntaser J. Melhem, Tamer K. Darwish, Geoffrey Wood, Ismail Abushaikha","doi":"10.1002/hrm.22224","DOIUrl":"10.1002/hrm.22224","url":null,"abstract":"This study explores how local managers, in practicing Human Resource management (HRM), may pursue their own interests that are out of line with the agendas of headquarters in multinational companies (MNCs). It is widely acknowledged that informal networks have an impact on HRM practices in emerging markets. While these networks are often regarded as beneficial for organizations in compensating for institutional shortfalls, they may also lead to corruption, nepotism, or other ethical transgressions. Indigenous scholarship on informal networks in emerging markets has highlighted how their impact occurs through a dynamic process; powerful placeholders deploy informal networks to entrench existing power and authority relations when managing people. Qualitative data were gathered through 43 in-depth interviews and documentary evidence from MNCs operating in Jordan. MNCs are subject to both home and host country effects; we highlight how, in practicing HRM, country of domicile managers deploy the cultural scripts of wasta informal network to secure and enhance their own relative authority. HRM practices are repurposed by actors who secure and consolidate their power through wasta. They dispense patronage to insiders and marginalize outsiders; the latter includes not only more vulnerable local employees but also expatriates. This phenomenon becomes particularly evident during the performance appraisal process, which may serve as a basis for the differential treatment and rewards of employees. Consequently, this further dilutes the capacity of MNCs to implement—as adverse to espousing—centrally decided approaches to HRM.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 5","pages":"735-754"},"PeriodicalIF":6.0,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22224","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140630643","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

Covert allyship: Implementing LGBT policies in an adversarial context 隐蔽的盟友关系：在对抗环境中实施男女同性恋、双性恋和变性者政策

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-18 DOI: 10.1002/hrm.22223

Christiaan Röell, Mustafa Özbilgin, Felix Arndt

引用次数: 0

Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well-being 管理控制还是提供反馈？对算法人力资源系统的看法如何影响员工的动力、行为和福利

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-15 DOI: 10.1002/hrm.22218

Martin R. Edwards, Elena Zubielevitch, Tyler Okimoto, Stacey Parker, Frederik Anseel

{"title":"Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well-being","authors":"Martin R. Edwards, Elena Zubielevitch, Tyler Okimoto, Stacey Parker, Frederik Anseel","doi":"10.1002/hrm.22218","DOIUrl":"10.1002/hrm.22218","url":null,"abstract":"Algorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three-wave study (NTime1 = 401; NTime2 = 379; NTime3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de-prioritization of non-metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non-metricized behavior de-prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well-being.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 4","pages":"691-710"},"PeriodicalIF":6.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22218","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140575750","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 effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling 关系型人力资源管理的影响：积极情感氛围与集体职业召唤的调节中介模型

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-13 DOI: 10.1002/hrm.22222

Pingshu Li, Yuanmei (Elly) Qu, Mengwei Li, Patrick E. Downes, Guofeng Wang

{"title":"The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling","authors":"Pingshu Li, Yuanmei (Elly) Qu, Mengwei Li, Patrick E. Downes, Guofeng Wang","doi":"10.1002/hrm.22222","DOIUrl":"10.1002/hrm.22222","url":null,"abstract":"Relationship-oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit-level positive affective climate as a motivational mechanism through which relationship-oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID-19 outbreak, our results supported the substituting effects of unit-level collective occupational calling on positive affective climate stemmed from relationship-oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship-oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 4","pages":"673-689"},"PeriodicalIF":6.0,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140707156","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

Perceived overqualification and employee outcomes: The dual pathways and the moderating effects of dual-focused transformational leadership 认知资质过高与员工成果：双重路径和双重变革型领导的调节作用

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-12 DOI: 10.1002/hrm.22221

Zhiqiang Liu, Yuqi Huang, Tae-Yeol Kim, Jing Yang

{"title":"Perceived overqualification and employee outcomes: The dual pathways and the moderating effects of dual-focused transformational leadership","authors":"Zhiqiang Liu, Yuqi Huang, Tae-Yeol Kim, Jing Yang","doi":"10.1002/hrm.22221","DOIUrl":"10.1002/hrm.22221","url":null,"abstract":"Research findings concerning the effects of perceived overqualification on task performance are mixed. To reconcile the disparate findings, drawing on person-environment theory, we propose cynicism toward the job and constructive deviance as contrasting dual pathways that explain the negative and positive effects of perceived overqualification on task performance and employee creativity. We also examine the moderating effects of dual-focused transformational leadership (TFL) on the relationships between perceived overqualification and the two mediating mechanisms. We test this model using data collected from 469 employees and their 135 supervisors via two-wave surveys. The results support the negative and positive mediating mechanisms. In addition, based on one field study and two online experiments, we find that individual-focused TFL mitigates the relationship between perceived overqualification and cynicism toward the job, but that team-focused TFL enhances the relationship between perceived overqualification and constructive deviance.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 4","pages":"653-671"},"PeriodicalIF":6.0,"publicationDate":"2024-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22221","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140575968","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

When words are not enough: The combined effects of autism meta-stereotypes and recruitment practices aimed at attracting autistic job-seekers 光说不练假把式自闭症元定型观念和旨在吸引自闭症求职者的招聘做法的综合影响

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-06 DOI: 10.1002/hrm.22219

Caren Goldberg, Evan Willham

{"title":"When words are not enough: The combined effects of autism meta-stereotypes and recruitment practices aimed at attracting autistic job-seekers","authors":"Caren Goldberg, Evan Willham","doi":"10.1002/hrm.22219","DOIUrl":"10.1002/hrm.22219","url":null,"abstract":"Based on research on meta-stereotypes and signaling theory, we examined the effects of organizational signaling on the attraction of autistic applicants. Our model predicted that meta-stereotypes and the combination of expressed and evidence-based autism-conscious signals would have simple and joint effects on candidates' fit perceptions, which would, in turn, affect their job pursuit intentions. Further, we expected that the effect of signaling on our outcomes would be weaker among candidates with strong negative autism meta-stereotypes. Prior to testing our hypotheses, we conducted a focus group to determine the supports that autistic job seekers deemed most important. As the ability to work from home (WFH) was overwhelmingly the most cited support, we included this as our evidence-based signal. Specifically, we examined the combined effect of disability-conscious (vs. disability-blind) diversity statements and WFH (vs. retirement benefits) on expected fit and subsequent job pursuit intentions. Both meta-stereotypes and combined signals significantly influenced fit expectations. Further, the autism-friendly signals significantly affected the fit of candidates with weak and moderate negative meta-stereotype, but not the fit of candidates with strong meta-stereotypes. In addition, our results indicate that the signal x meta-stereotype interaction had an indirect effect on job pursuit intentions. Findings are discussed vis-à-vis the research on signaling theory and practical guidance is offered to employers seeking to attract the growing number of autistic job seekers.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 4","pages":"639-651"},"PeriodicalIF":6.0,"publicationDate":"2024-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22219","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140575748","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

Women's representation in managerial hierarchies: An examination of trickle-down and pipeline effects 妇女在管理层中的代表性：对涓滴效应和管道效应的研究

IF 6 2区管理学

Human Resource Management Pub Date : 2024-04-04 DOI: 10.1002/hrm.22220

Kevin Stainback, Helen Roberts, Pallab Kumar Biswas

{"title":"Women's representation in managerial hierarchies: An examination of trickle-down and pipeline effects","authors":"Kevin Stainback, Helen Roberts, Pallab Kumar Biswas","doi":"10.1002/hrm.22220","DOIUrl":"10.1002/hrm.22220","url":null,"abstract":"The trickle-down effect has been proposed as one means to address women's continued underrepresentation in leadership positions globally. While earlier research supported the trickle-down effect's prediction that increasing women's representation at higher managerial levels will positively impact women's careers at lower managerial levels, recent studies provide inconsistent evidence, leading to claims that it may be spurious. Due to data limitation, most prior trickle-down research has explored just two managerial levels—board and executives—making it difficult to separate a trickle-down effect from external pressures (e.g., shareholders, law) or internal factors (e.g., organizational culture) that may cause it. Furthermore, prior research does not adequately account for women's representation in managerial pipelines, a crucial source of potential managerial talent. To address these concerns, we analyze Australian workplace panel data (2014–2020) that allow for a more robust test of the trickle-down effect than previously examined. Our results support the trickle-down effect across multiple managerial levels below the board level, independent of managerial pipeline effects. The trickle-down and pipeline effects were only observed for positions immediately above and below each managerial level. This highlights the proximity of positions within management hierarchies where the in-group preference and women's direct advocacy for other women are most likely to occur. Our study suggests that simply appointing more women to top positions, such as boards, while beneficial, is not enough to address gender inequality in management meaningfully. We recommend that rather than focusing on gender representation at the top, organizations should set gender diversity goals and monitor progress at all managerial levels. We conclude with implications for theory, practice, and future research.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 4","pages":"619-637"},"PeriodicalIF":6.0,"publicationDate":"2024-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22220","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140575969","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