Human Resource Management最新文献_第9页

Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness 舞台设置：直线经理的人力资源导向是感知人力资源有效性的先决条件

IF 9 2区管理学

Human Resource Management Pub Date : 2025-07-22 DOI: 10.1002/hrm.70002

Chidiebere Ogbonnaya, Jake Messersmith, Madison Schnacker, Benjamin Laker

{"title":"Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness","authors":"Chidiebere Ogbonnaya, Jake Messersmith, Madison Schnacker, Benjamin Laker","doi":"10.1002/hrm.70002","DOIUrl":"https://doi.org/10.1002/hrm.70002","url":null,"abstract":"<p>The field of strategic human resource (HR) management has shown an increasing focus on how employees perceive and react to their organization's HR practices. In this perspective, employees are not passive recipients of HR policies or mere observers of their managers' HR implementation strategies. Rather, their perceptions play a critical role in shaping organizational culture and fostering high-performing workplaces. However, important questions remain regarding how line management roles shape not only employees' assessments of their work environment but also their perceptions of HR effectiveness. Drawing on cognitive appraisal theory, we argue that line managers' compliance- versus commitment-focused orientations influence employee appraisals of threats and challenges in their jobs. These appraisals, in turn, shape how employees evaluate the effectiveness of their organization's HR practices (i.e., perceived HR effectiveness). Using qualitative data from focus groups and a multilevel quantitative research design, we find evidence supporting our hypotheses, showing that line managers' HR orientations significantly influence employees' cognitive appraisals and subsequent perceptions of HR effectiveness. We conclude by discussing the theoretical contributions and offering practical recommendations for improving the implementation of HR practices.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1581-1604"},"PeriodicalIF":9.0,"publicationDate":"2025-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.70002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426037","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

Merit Pay Adoption and Labor Productivity in South Korean Firms 韩国企业绩效薪酬采用与劳动生产率

IF 9 2区管理学

Human Resource Management Pub Date : 2025-07-18 DOI: 10.1002/hrm.70003

Ilhwan Na, Clint Chadwick, Mengwei Li, James P. Guthrie

引用次数: 0

Pay and Train to Sustain: A Dynamic Human Capital Resources View of the Relationship Between HRM Practices and Organizational Performance Over Time 薪酬和培训以维持：人力资源管理实践与组织绩效之间关系的动态人力资本资源观点

IF 9 2区管理学

Human Resource Management Pub Date : 2025-07-16 DOI: 10.1002/hrm.22321

Andreas Georgiadis, Andreas Kornelakis

{"title":"Pay and Train to Sustain: A Dynamic Human Capital Resources View of the Relationship Between HRM Practices and Organizational Performance Over Time","authors":"Andreas Georgiadis, Andreas Kornelakis","doi":"10.1002/hrm.22321","DOIUrl":"https://doi.org/10.1002/hrm.22321","url":null,"abstract":"<p>The relationship between human resource management (HRM) practices and organizational performance has received considerable attention in the literature. Most extant studies, however, have taken a static view, while longitudinal aspects of the HRM-performance link are less studied. We develop an integrative framework drawing on human capital resources theory that enables us to develop hypotheses on whether and how increases in dimensions of HRM practices within organizations over time lead to improvements in organizational performance. We test our hypotheses using a unique large high-frequency panel dataset from the English adult social care sector and fixed effects instrumental variables (FEIV) estimation that allows us to address some biases in prior work. We find that increases in skill-enhancing and motivation-enhancing HRM bundles are significantly associated with increases in performance among organizations with low initial human capital resources stock. Our results suggest that the latter relationship is realized partly via a reduction in staff turnover, which, in turn, increases the organization's human capital resources stock. Overall, the article's contribution is to develop and test a dynamic extension of human capital resources theory that considers the processes of human capital resources stock depletion and accumulation over time and the path-dependent relationship between investments in HRM practices and performance.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1539-1562"},"PeriodicalIF":9.0,"publicationDate":"2025-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22321","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426254","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

Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model 家庭需求多样性、团队工作-家庭冲突与团队努力：一个有调节的中介模型

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-24 DOI: 10.1002/hrm.22320

Andrew Li, Jason L. Huang, Sherry M. B. Thatcher, Ping Shao, Xiaoling Sun, Baoguo Xie, Xin'an Zhang

引用次数: 0

Keep Up the Good Work… or Else! Exploring Supervisor Responses to Quiet Quitting 继续努力，否则你就完蛋了！探索主管对安静辞职的反应

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-22 DOI: 10.1002/hrm.22319

Sarah E. Henry, Mark C. Bolino, Jacob M. Whitney

{"title":"Keep Up the Good Work… or Else! Exploring Supervisor Responses to Quiet Quitting","authors":"Sarah E. Henry, Mark C. Bolino, Jacob M. Whitney","doi":"10.1002/hrm.22319","DOIUrl":"https://doi.org/10.1002/hrm.22319","url":null,"abstract":"<div>\u0000 \u0000 <p>A Google search of “quiet quitting” yields over 350 million results, which is remarkable given that the term is only a few years old. Although quiet quitting is a relatively new trend, the concept it describes—an employee's conscious decision to do the bare minimum in their job rather than going above and beyond—is familiar to researchers who have investigated organizational citizenship behavior (OCB). However, for those interested in the effective management of human resources, what is important—yet unknown—is how managers respond to employees who engage in quiet quitting. Therefore, in this conceptual paper, we use attribution theory to explore supervisor responses to employees who engage in quiet quitting and subsequently withhold OCB. We propose that supervisors will generally have negative reactions to employees' withholding OCB, but we further explain how evaluations of locus, controllability, and stability and principles of discounting and augmenting influence supervisor attributions. Finally, implications for human resource theory, research, and practice are discussed.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 6","pages":"1507-1523"},"PeriodicalIF":9.0,"publicationDate":"2025-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145426053","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

Employer Responsiveness to Online Reviews: A Signal of Caring About Employees 雇主对在线评论的反应：关心员工的信号

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-18 DOI: 10.1002/hrm.22316

Christoph E. Höllig, Endrit Ademi, Andranik Tumasjan

{"title":"Employer Responsiveness to Online Reviews: A Signal of Caring About Employees","authors":"Christoph E. Höllig, Endrit Ademi, Andranik Tumasjan","doi":"10.1002/hrm.22316","DOIUrl":"https://doi.org/10.1002/hrm.22316","url":null,"abstract":"<p>Employer reviews (i.e., online workplace ratings authored by employees) attract broad interest and shape the opinions of potential employees. Thus, companies face the challenge of dealing with these workplace judgments that are outside their direct control. While prevailing theoretical perspectives suggest that responding to third-party judgments may be an effective way for companies to deal with them, they focus on responses to negative judgments that threaten companies' reputations. Based on signaling theory, we argue that employer responsiveness, signaled by an employer's first response to an employer review, serves as a mechanism of indirect control over employer reviews. Applying a difference-in-differences approach—a statistical technique to estimate the causal effect of the treatment (i.e., responsiveness) by comparing it to a control group without the treatment—on a sample of 298,269 reviews of 21,099 employers over 45 quarters posted on the employer review website Kununu, we hypothesize and find that compared to nonresponsive employers, responsive employers receive more diverse (i.e., variety of topics covered) and extensive (i.e., amount of information provided) employer reviews. These effects are especially pronounced in the case of negative employer reviews. Our findings can serve as a guide for employers in dealing with third-party judgments by demonstrating that employer responsiveness is a valuable signal enhancing online review quality. We contribute to the growing body of HRM research on employer reputation on social media, a critical factor influencing recruitment and retention outcomes. Our study opens new avenues for research to explore the role of responsiveness as a strategic signal in employer brand management.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1481-1502"},"PeriodicalIF":9.0,"publicationDate":"2025-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144930000","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

Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work-Life Balance Practices, and Female Representation 支持可持续发展目标5和社会绩效：多样性目标、工作与生活平衡实践和女性代表性的作用

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-03 DOI: 10.1002/hrm.22312

M. Fernanda Garcia, Hua Fang Liu, María del Carmen Triana, Len J. Treviño

{"title":"Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work-Life Balance Practices, and Female Representation","authors":"M. Fernanda Garcia, Hua Fang Liu, María del Carmen Triana, Len J. Treviño","doi":"10.1002/hrm.22312","DOIUrl":"https://doi.org/10.1002/hrm.22312","url":null,"abstract":"<div>\u0000 \u0000 <p>Human resource management (HRM) scholarship has neither fully engaged with the United Nation's sustainable development goal 5 (SDG 5—gender equality) nor deepened knowledge of the human resource practices that most likely contribute to the implementation of this goal. We address this gap by investigating the link between SDG 5 and multinational enterprises' (MNEs) social performance. We posit that attention to SDG 5 will facilitate MNEs' capacity to formulate and implement practices to increase gender equality in work settings. Drawing from the sustainable HRM framework and social role theory, we develop three hypotheses related to the role of diversity targets and work-life balance practices as mediators of the relationship between support for SDG 5 and MNEs' social performance. We also posit that women's representation across the organizational structure strengthens the relationship between support for SDG 5 and diversity targets as well as work-life balance practices. We tested these relationships with 418 MNEs in the S&P 500. We found that diversity targets and work-life balance practices (i.e., flexible arrangements and daycare services) mediate the relationship between support for SDG 5 and social performance. In addition, the interaction between women's representation and support for SDG 5 enhances diversity targets and flexible arrangements. We theoretically contribute to the sustainable HRM literature by (a) revealing the reasons for a spillover effect of support for gender equality to other demographic groups; (b) explaining broader societal impacts of support for SDG 5 on the workforce, community, human rights, and product responsibility. To successfully integrate SDG 5, MNEs must weave diversity targets and work-life balance practices into strategic planning.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1457-1479"},"PeriodicalIF":9.0,"publicationDate":"2025-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929946","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

Are Employees Committed to Diversity at Work and in Their Personal Lives? The Role of Organizational Antiracist Signaling Following a Racial Injustice Event 员工是否致力于工作和个人生活中的多样性？种族不公正事件后组织反种族主义信号的作用

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-01 DOI: 10.1002/hrm.22315

Sabrina D. Volpone, Wendy J. Casper, Julie Holliday Wayne, Marla L. White

{"title":"Are Employees Committed to Diversity at Work and in Their Personal Lives? The Role of Organizational Antiracist Signaling Following a Racial Injustice Event","authors":"Sabrina D. Volpone, Wendy J. Casper, Julie Holliday Wayne, Marla L. White","doi":"10.1002/hrm.22315","DOIUrl":"https://doi.org/10.1002/hrm.22315","url":null,"abstract":"<div>\u0000 \u0000 <p>Research on corporate sociopolitical activism (CSA) is in its infancy, and more research is needed to examine its effects on employees. We draw from the tenets of Signaling Theory to develop and test a model of how organizations' antiracist signaling after a racial injustice event, as a form of CSA, communicates that racial justice is valued sincerely by organizations, and in turn, motivates employee commitment to diversity—both at work and in their personal lives. We also explore boundary conditions (i.e., climate for inclusion, employee race) of this relationship. We test our model with data collected from 367 employees (37.6% Black, 62.4% White) across 4-time waves, each 1 month apart, using a mixed-methods (quantitative and qualitative) approach. Results suggest that organizations are viewed as most sincere when they engage in signaling that includes both words (i.e., releasing a statement) and actions (e.g., hiring a diversity officer) relative to when they don't engage in these words and/or actions. Moreover, when organizations signaled a sincere commitment to antiracism with both words and actions, employees were more committed to diversity at work and in their personal lives, though actions taken by the organization were especially important. Moreover, a strong climate for inclusion reduced the need for actions, while a weak climate for inclusion increased the need for a statement. Theoretical, research, and practical implications are discussed.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1401-1420"},"PeriodicalIF":9.0,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929444","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

Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control 不确定时期的安静退出：定义及其与感知控制的关系

IF 9 2区管理学

Human Resource Management Pub Date : 2025-06-01 DOI: 10.1002/hrm.22317

Justine Hervé, Hyewon Oh

{"title":"Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control","authors":"Justine Hervé, Hyewon Oh","doi":"10.1002/hrm.22317","DOIUrl":"https://doi.org/10.1002/hrm.22317","url":null,"abstract":"<div>\u0000 \u0000 <p>Uncertain times—such as periods of political turmoil, economic instability, health, or climate crises—can diminish individuals' perception of control over their environment. This paper hypothesizes that reduced perceptions of control may impact how individuals relate to their work, specifically, triggering quiet quitting, where employees intentionally refrain from tasks beyond their job requirements. Evidence supports this hypothesis: for example, the phenomenon of quiet quitting has resurged in the post-pandemic era, coinciding with a significant decline in workers' perceived control around that time. However, no research has yet explored the relationship between perceived control and quiet quitting. Drawing on motivation theory, this paper posits that workers' perceived control, reflected in their beliefs about the effort-reward link, can explain quiet quitting. To test this, we conducted two extensive online surveys with two main objectives: first, to conceptually refine and operationalize the construct of quiet quitting with a 5-item scale; second, to examine the relationship between perceived control and quiet quitting. Our findings reveal a significant negative association between workers' perceived control and their propensity to engage in quiet quitting. This relationship is partially mediated by a reduced affective commitment to the employer and an elevated sense of replaceability. A direct implication of our results is that initiatives aimed at restoring workers' sense of agency at work might reduce quiet quitting behaviors.</p>\u0000 </div>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1421-1456"},"PeriodicalIF":9.0,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929436","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

From Strategic HRM to Sustainable HRM? Exploring a Common Good Approach Through a Critical Reflection on Existing Literature 从战略人力资源管理到可持续人力资源管理？通过对现有文献的批判性反思，探索一条共同的善之路

IF 9 2区管理学

Human Resource Management Pub Date : 2025-05-30 DOI: 10.1002/hrm.22318

Fang Lee Cooke

{"title":"From Strategic HRM to Sustainable HRM? Exploring a Common Good Approach Through a Critical Reflection on Existing Literature","authors":"Fang Lee Cooke","doi":"10.1002/hrm.22318","DOIUrl":"https://doi.org/10.1002/hrm.22318","url":null,"abstract":"<p>The emergence of sustainability discourse has provided new avenues and momentum for human resource management (HRM) scholars to extend existing lines of enquiry and to generate new ones. This has led to a surge of research interest in sustainability in the last decade, not least as a response to the growing environmental concerns and, more recently, to the Sustainable Development Goals launched by the United Nations in 2015. The rapidly emerging body of research is accompanied by confusion and critiques regarding what sustainable HRM entails, how it can be measured, and who may benefit. This perspective paper discusses these issues by focusing on common good HRM as the latest variant of sustainable HRM and identifies challenges as well as opportunities for research. It draws on stakeholder theory, legitimacy theory, cultural perspective, and HR ecosystem theory to illustrate how future studies can advance our knowledge of common good HRM by building on the existing strong body of HRM scholarship and embracing a broader range of stakeholders, epistemological perspectives, and methodological approaches.</p>","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"64 5","pages":"1381-1399"},"PeriodicalIF":9.0,"publicationDate":"2025-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22318","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144929944","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