Human Resource Management最新文献_第9页

Communication quality and relational self-expansion: The path to leadership coaching effectiveness 沟通品质与关系自我拓展:通往领导力辅导效能之路

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-12-02 DOI: 10.1002/hrm.22156

Angela M. Passarelli, Mai P. Trinh, Ellen B. Van Oosten, Amanda Varley

{"title":"Communication quality and relational self-expansion: The path to leadership coaching effectiveness","authors":"Angela M. Passarelli, Mai P. Trinh, Ellen B. Van Oosten, Amanda Varley","doi":"10.1002/hrm.22156","DOIUrl":"10.1002/hrm.22156","url":null,"abstract":"Leadership coaching—a relational process by which a professional coach works with a leader to support their development—is a common component of learning and development portfolios in organizations. Despite broad agreement about the importance of the coaching relationship, relational processes remain undertheorized, failing to account for the growth and intertwining of coach-leader self-concepts as they engage in a generative and co-creative coaching process. To address these shortcomings, we reconceptualize the relational process within coaching as one of relational self-expansion and theorize that the communication channel and communication quality impact relational self-expansion which, in turn, influences coaching effectiveness. Our hypotheses are tested in a field experiment featuring random assignment to experimental conditions (communication channels) in which a coaching intervention was deployed in five organizations. Using structural equation modeling, we demonstrated that communication quality and relational self-expansion during the coaching process positively predicted coaching effectiveness. Contrary to expectations, communication quality did not differ by channel (phone, videoconference, face-to-face) nor did it predict relational self-expansion.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"661-680"},"PeriodicalIF":6.6,"publicationDate":"2022-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22156","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43936602","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: 2

The self-regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies 工作中依赖智能机器的自我调节后果:来自实地和实验研究的证据

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-11-29 DOI: 10.1002/hrm.22154

Pok Man Tang, Joel Koopman, Kai Chi Yam, David De Cremer, Jack H. Zhang, Philipp Reynders

{"title":"The self-regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies","authors":"Pok Man Tang, Joel Koopman, Kai Chi Yam, David De Cremer, Jack H. Zhang, Philipp Reynders","doi":"10.1002/hrm.22154","DOIUrl":"10.1002/hrm.22154","url":null,"abstract":"Organizations are increasingly augmenting employee jobs with intelligent machines. Although this augmentation has a bright side, in terms of its ability to enhance employee performance, we think there is likely a dark side as well. Draw from self-regulation theory, we theorize that dependence on intelligent machines is discrepancy-reducing—enhancing work goal progress, which in turn boosts employees’ task performance. On the other hand, such dependence may be discrepancy-enlarging—threatening employee self-esteem, which in turn detracts from employees’ task performance. Drawing further from self-regulation theory, we submit that employees’ core self-evaluation (CSE) may influence these effects of dependence on intelligent machines. Across an experience-sampling field study conducted in India (Study 1) and a simulation-based experiment conducted in the United States (Study 2), our results generally support a “mixed blessing” perspective of intelligent machines at work. We conclude by discussing the theoretical and practical implications of our work.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 5","pages":"721-744"},"PeriodicalIF":6.6,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45563987","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: 3

Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model 监管焦点气候、组织结构和员工双元性:一个互动的多层模型

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-11-28 DOI: 10.1002/hrm.22155

Raphael Boemelburg, Stefan Berger, Justin J. P. Jansen, Heike Bruch

引用次数: 0

Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values 可持续人力资源管理实践、员工弹性和员工成果:走向共同的良好价值观

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-11-15 DOI: 10.1002/hrm.22153

Ying Lu, Mingqiong Mike Zhang, Miles M. Yang, Yue Wang

{"title":"Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values","authors":"Ying Lu, Mingqiong Mike Zhang, Miles M. Yang, Yue Wang","doi":"10.1002/hrm.22153","DOIUrl":"10.1002/hrm.22153","url":null,"abstract":"Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well-being and improved employee performance. Moving toward common good values and drawing on the job demands-resources model, this study theorizes and tests the relationships among sustainable HRM practices, employee resilience, work engagement, and employee performance. The empirical results of a multilevel and multisource study in the Chinese context provide supporting evidence for our theoretical model. The findings demonstrate that sustainable HRM practices positively affect employee resilience, and lead to a high level of work engagement among employees. Employee resilience also has an indirect effect on employee performance through work engagement. This study, with its theoretical and practical implications, reveals a serial mediation mechanism through which sustainable HRM practices contribute to both employee well-being and employee performance.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 3","pages":"331-353"},"PeriodicalIF":6.6,"publicationDate":"2022-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22153","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48274890","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: 25

A relational perspective on supervisor-initiated turnover: Implications for human resource management based on a multi-method investigation of leader–member exchange relationships 主管发起的离职的关系视角:基于领导-成员交换关系的多方法调查对人力资源管理的启示

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-11-15 DOI: 10.1002/hrm.22152

Laura Becker, Elias Ertz, Marion Büttgen

{"title":"A relational perspective on supervisor-initiated turnover: Implications for human resource management based on a multi-method investigation of leader–member exchange relationships","authors":"Laura Becker, Elias Ertz, Marion Büttgen","doi":"10.1002/hrm.22152","DOIUrl":"10.1002/hrm.22152","url":null,"abstract":"Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor-initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"547-564"},"PeriodicalIF":6.6,"publicationDate":"2022-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22152","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43424920","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: 1

HR practices and work relationships: A 20 year review of relational HRM research 人力资源实践和工作关系：A 20 关系型人力资源管理研究综述

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-11-09 DOI: 10.1002/hrm.22151

Anindita Roy Bannya, Hugh T. J. Bainbridge, Suzanne Chan-Serafin

引用次数: 5

Exploring the socio-political dynamics of front-line managers’ HR involvement: A qualitative approach 探索一线经理人力资源参与的社会政治动态：一种定性方法

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-10-24 DOI: 10.1002/hrm.22150

Hussein Kurdi-Nakra, Jongwook Pak

{"title":"Exploring the socio-political dynamics of front-line managers’ HR involvement: A qualitative approach","authors":"Hussein Kurdi-Nakra, Jongwook Pak","doi":"10.1002/hrm.22150","DOIUrl":"10.1002/hrm.22150","url":null,"abstract":"Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front-line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter-influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The paper makes a meaningful contribution to the HR devolution research by delving into relational power dynamics that develop over an early phase of HR implementation. The resulting theoretical framework provides novel insights into the reasons behind FLMs' divergent forms of implementation behaviors. It shows that the ongoing multi-lateral interactions and political maneuverings involving HR-related actors trigger distinct HR involvement patterns.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 4","pages":"615-636"},"PeriodicalIF":6.6,"publicationDate":"2022-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43563000","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

Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions 人力资源管理中的强信号:人力资源系统的配置和强度如何解释人力资源归因的可变性

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-10-20 DOI: 10.1002/hrm.22146

Madleen Meier-Barthold, Torsten Biemann, Kerstin Alfes

{"title":"Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions","authors":"Madleen Meier-Barthold, Torsten Biemann, Kerstin Alfes","doi":"10.1002/hrm.22146","DOIUrl":"10.1002/hrm.22146","url":null,"abstract":"In explaining the effectiveness of a human resource (HR) system within an organization, scholars have turned their attention to HR attributions, which capture employees' perceptions about the intentions behind their organization's HR practices, and have demonstrated that an HR system's content and process of communication drive employees to form specific HR attributions. However, current research has not yet explained why HR attributions differ among employees. We investigate the variability in HR attributions among individuals and the organizational factors that influence this variability. Using signaling theory and the concept of situational strength, we argue that employees' HR attributions vary less when signals sent by HR management are unambiguous and the conveyed information is consistent. Using an online scenario-based experiment with 760 participants, our findings reveal that the configuration and the strength of an HR system as well as their combination have significant effects on the variability in HR attributions among employees, and these effects differ for the different HR attributions.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 2","pages":"229-246"},"PeriodicalIF":6.6,"publicationDate":"2022-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22146","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49171630","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: 3

Toward a more sustainable environment: Understanding why and when green training promotes employees' eco-friendly behaviors outside of work 迈向更可持续的环境：了解绿色培训为什么以及何时促进员工在工作之外的环保行为

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-10-09 DOI: 10.1002/hrm.22148

Muhammad Usman, Yasin Rofcanin, Moazzam Ali, Chidiebere Ogbonnaya, Mayowa T. Babalola

{"title":"Toward a more sustainable environment: Understanding why and when green training promotes employees' eco-friendly behaviors outside of work","authors":"Muhammad Usman, Yasin Rofcanin, Moazzam Ali, Chidiebere Ogbonnaya, Mayowa T. Babalola","doi":"10.1002/hrm.22148","DOIUrl":"10.1002/hrm.22148","url":null,"abstract":"Although green training has been shown in past research to promote environmentally responsible behaviors at work, scholars have paid less attention to its influence on employees' eco-friendly behaviors outside of work. This omission is critical because confining green training research to the work domain obscures its benefits in promoting employees' pro-environmental behaviors beyond the workplace, and thus its role in supporting organizational efforts to conserve the natural environment. To address this gap, we examine the direct and indirect (via connectedness to nature) relationships between green training and employees' eco-friendly behaviors outside of work, including consumption of eco-friendly products, reuse of items and materials, and reduced consumption of resources such as water, electricity, and paper. We also examine the moderating influence of intrinsic spirituality on the direct link between green training and connectedness to nature, as well as the indirect link between green training and eco-friendly behaviors beyond the workplace. Using time-lagged, multisource data, we find support for our hypotheses. Our findings advance knowledge on the important yet largely overlooked role of green training in shaping employees' environmentally responsible behaviors outside of the workplace.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 3","pages":"355-371"},"PeriodicalIF":6.6,"publicationDate":"2022-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22148","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43272616","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: 8

A contingency approach to HRM and firm innovation: The role of national cultures 人力资源管理与企业创新的应急方法：民族文化的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2022-10-07 DOI: 10.1002/hrm.22149

Jingjing Yao, Elise Marescaux, Li Ma, Martin Storme

{"title":"A contingency approach to HRM and firm innovation: The role of national cultures","authors":"Jingjing Yao, Elise Marescaux, Li Ma, Martin Storme","doi":"10.1002/hrm.22149","DOIUrl":"10.1002/hrm.22149","url":null,"abstract":"Companies adopt various HRM practices to enhance employees' abilities, motivations, and opportunities to foster innovation. Are these practices universally effective or culturally contingent? In this study, we draw on the Ability-Motivation-Opportunity (AMO) model and examine the effectiveness of three representative practices using a dataset of 304 companies from 13 countries or regions. We find that HRM practices need to fit in a supplementary/complementary way with national cultures to facilitate firm innovation: 1. cross-functional training (i.e., an ability-enhancing practice) is more effective in collectivistic rather than individualistic cultures (supplementary fit); 2. financial rewards for innovation (i.e., a motivation-enhancing practice) are more effective in masculine rather than feminine cultures (supplementary fit); and 3. employee participation (i.e., an opportunity-enhancing practice) is more effective in high rather than low power distance cultures (complementary fit). By building on the notion of supplementary/complementary fit, these findings extend our knowledge of the AMO model in the context of HRM and innovation management with a cultural contingency perspective.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"62 5","pages":"685-699"},"PeriodicalIF":6.6,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44413343","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: 1