Asia Pacific Journal of Human Resources最新文献

Industry 4.0 and the Job Quality and Well-Being of Manufacturing Workers 工业4.0与制造业工人的工作质量和福祉

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-04-09 DOI: 10.1111/1744-7941.70075

Adebayo Adeniji, Peter Boxall, Gordon W. Cheung

{"title":"Industry 4.0 and the Job Quality and Well-Being of Manufacturing Workers","authors":"Adebayo Adeniji, Peter Boxall, Gordon W. Cheung","doi":"10.1111/1744-7941.70075","DOIUrl":"https://doi.org/10.1111/1744-7941.70075","url":null,"abstract":"<p>This paper reports an international survey of how Industry 4.0 (I4.0) technologies are affecting job quality and employee well-being in manufacturing. Consistent with the theory that greater capital intensity and technological/operational uncertainty predict greater worker participation in management, the results more strongly support the optimistic rather than the pessimistic view of how I4.0 technologies will affect job quality. Greater use of the most prevalent I4.0 technologies is associated with greater involvement in decision-making, which leads to higher job satisfaction and better psychological health. Greater use of I4.0 technologies is not associated with work intensification. This suggests that I4.0 technologies can help humanize work, although our data suggest that the transformation to a smart factory may imply that employee involvement is associated with more highly qualified workers. The study does not rule out the emergence of digital Taylorism through increased managerial control and work intensification as I4.0 technologies are progressively debugged.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.70075","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147708065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Contextualising Human Resource Management Through Qualitative Research: Evidence From Australia and New Zealand 通过定性研究将人力资源管理语境化：来自澳大利亚和新西兰的证据

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-30 DOI: 10.1111/1744-7941.70071

Hannah Meacham, Jillian Cavanagh, Timothy Bartram, Pradeepa Dahanayake, Jessica Borg

{"title":"Contextualising Human Resource Management Through Qualitative Research: Evidence From Australia and New Zealand","authors":"Hannah Meacham, Jillian Cavanagh, Timothy Bartram, Pradeepa Dahanayake, Jessica Borg","doi":"10.1111/1744-7941.70071","DOIUrl":"https://doi.org/10.1111/1744-7941.70071","url":null,"abstract":"<div>\u0000 \u0000 <p>Australia and New Zealand offer fertile environments for innovative, world-leading scholarship on human resource management (HRM) theory and practice. Research on HRM that focuses on these two countries, particularly studies employing qualitative methodologies, has the potential to generate fresh insights into contemporary workplace challenges and corresponding HRM solutions. The Australian and New Zealand contexts are distinctive, shaped by unique geographical, cultural, economic, and institutional characteristics. Traditional HRM research has emphasised the importance of integrating contextual factors such as social and cultural norms, technological developments, economic conditions, industry dynamics, and national institutions as key influences on HRM strategies, policies, and practices. More recently, however, the field has shifted away from studying HRM within its contextual environment toward more positivist, individually oriented analytical approaches. In this special issue, we contend that national contextual forces remain crucial for advancing HRM theory and practice.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147708380","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 Apple Doesn't Fall Far From the Tree: A Three-Level Examination of the Corporate Hypocrisy Trickle-Down Effect 苹果不会离树很远：对公司伪善涓滴效应的三级考察

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-30 DOI: 10.1111/1744-7941.70073

Mingchuan Yu, Lihong Wang, D. Harold Doty, Han Lin

引用次数: 0

How Do Interactions With Generative Artificial Intelligence Impact Employees' Creative Performance? Mediating Role of Work Passion and Moderating Role of AI Knowledge 与生成式人工智能的互动如何影响员工的创造性表现？工作热情的中介作用与人工智能知识的调节作用

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-29 DOI: 10.1111/1744-7941.70070

Hongdan Zhao, Yunshuo Ma

{"title":"How Do Interactions With Generative Artificial Intelligence Impact Employees' Creative Performance? Mediating Role of Work Passion and Moderating Role of AI Knowledge","authors":"Hongdan Zhao, Yunshuo Ma","doi":"10.1111/1744-7941.70070","DOIUrl":"https://doi.org/10.1111/1744-7941.70070","url":null,"abstract":"<div>\u0000 \u0000 <p>Given the reshaping of employee work by generative artificial intelligence (GenAI), whether employees interacting with GenAI can achieve higher creative performance has become a focal point of interest for academia and industry. Drawing on the job demands-resources (JD-R) theory and dualistic model of passion, we explore when and how interactions with GenAI impact employee creative performance. We conducted a three-wave survey, analyzing data from 365 employees. The results indicate that interactions with GenAI can be both job resources, enhancing employee creative performance by increasing harmonious work passion, and job demands, impairing employee creative performance by increasing obsessive work passion. Moreover, AI knowledge serves as a critical boundary condition, enhancing the positive effects and weakening the negative impact of interactions with GenAI. This study contributes to clarifying the relationship between interactions with GenAI and creative performance, enriches the emerging AI-related management research, and provides evidence-based insights for organizational management practices.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147708389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Proactive or Defensive? How AI Awareness Influences Employees' Innovative Behavior and Knowledge Hiding 主动还是防御？人工智能意识如何影响员工的创新行为和知识隐藏

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-27 DOI: 10.1111/1744-7941.70072

Ping Liu, Ling Yuan, Zhihong Tan

{"title":"Proactive or Defensive? How AI Awareness Influences Employees' Innovative Behavior and Knowledge Hiding","authors":"Ping Liu, Ling Yuan, Zhihong Tan","doi":"10.1111/1744-7941.70072","DOIUrl":"https://doi.org/10.1111/1744-7941.70072","url":null,"abstract":"<div>\u0000 \u0000 <p>As artificial intelligence (AI) becomes increasingly embedded in organizational operations, how employees perceive and respond to AI has become a critical issue in human resource management. Drawing on the Job Demands–Resources (JD-R) model, this study conceptualizes employees' challenge and hindrance appraisals of AI (AI awareness) as cognitive job demands and develops a “dual appraisal–dual pathway–dual outcome” framework. Specifically, challenge appraisals (CA) and hindrance appraisals (HA) are proposed to influence innovative behavior and knowledge hiding through psychological empowerment and emotional exhaustion, respectively, with leadership developmental feedback (LDF) serving as a boundary condition. Using three-wave matched data from full-time employees across multiple industries (<i>N</i> = 346), the results show that: (1) CA significantly increases innovation and decreases knowledge hiding through psychological empowerment; (2) HA increases knowledge hiding and decreases innovation through emotional exhaustion; and (3) LDF strengthens the positive effect of CA on empowerment. The study translates AI from an exogenous technological attribute into a cognitive job demand within the JD-R framework, integrates proactive and defensive outcomes within a unified mechanism, and identifies the orientation-sensitive boundaries of job resources. It further offers organizations a practical pathway—appraisal identification, empowerment enhancement, and differentiated feedback—to foster innovation and reduce knowledge hiding during digital transformation.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147615244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 Silent Innovators: A Grounded Theory of How Introverted High Performers Navigate Voice and Innovation in Agile Teams 沉默的创新者：内向的高绩效者如何在敏捷团队中驾驭声音和创新的基础理论

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-24 DOI: 10.1111/1744-7941.70069

Debanjana Deb Biswas

{"title":"The Silent Innovators: A Grounded Theory of How Introverted High Performers Navigate Voice and Innovation in Agile Teams","authors":"Debanjana Deb Biswas","doi":"10.1111/1744-7941.70069","DOIUrl":"https://doi.org/10.1111/1744-7941.70069","url":null,"abstract":"<div>\u0000 \u0000 <p>Agile forms of organizing have become central to contemporary human resource management (HRM), particularly through their emphasis on employee voice, collaboration, and continuous innovation. However, these agile HRM systems often implicitly privilege extraverted modes of participation, creating tension for high-performing introverted employees whose innovative contributions may not align with dominant voice norms. Despite growing HRM interest in employee voice, silence, and inclusion, little is known about how introverted high performers navigate the interpersonal and evaluative demands of agile team environments, particularly in collectivist, high power-distance contexts such as India. Drawing on 60 in-depth, multi-stage interviews with high-performing introverted professionals working in agile teams across multiple sectors, this study develops a grounded, process-oriented theory of how introverted high performers manage innovation and voice within agile HRM systems. The findings reveal a dynamic process of <i>strategic innovation management</i>, whereby introverted employees generate ideas privately, calibrate voice based on contextual cues of psychological safety, and leverage trusted relational allies to legitimize and champion innovations. By theorizing silence as a purposeful and competence-preserving HR-relevant behavior rather than a deficit, this study extends HRM theories of employee voice, talent utilization, and inclusive people management. Practically, the study offers actionable implications for HR managers and leaders regarding the design of agile HR practices, performance management systems, and voice mechanisms that recognize diverse contribution styles and enable organizations to more fully leverage introverted talent.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147615159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Leaders' Relational Energy and Employee Job Outcomes: A Moderated Mediation Model Across Three Countries 领导者关系能量与员工工作成果：一个有调节的中介模型

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-03-17 DOI: 10.1111/1744-7941.70068

Maree Roche, Jarrod Haar, David Brougham

{"title":"Leaders' Relational Energy and Employee Job Outcomes: A Moderated Mediation Model Across Three Countries","authors":"Maree Roche, Jarrod Haar, David Brougham","doi":"10.1111/1744-7941.70068","DOIUrl":"https://doi.org/10.1111/1744-7941.70068","url":null,"abstract":"<p>Our paper challenges current understanding of the importance of relational leadership by demonstrating how the relational energy of leaders influences employee job satisfaction, career satisfaction, and OCBs across three countries. Our overall sample was <i>n</i> = 1277 and comprised employees from New Zealand (<i>n</i> = 427), Australia (<i>n</i> = 401), and the United States (<i>n</i> = 449). We found that leaders' relational energy across three countries (the United States, New Zealand, and Australia) was positively related to followers' work-life balance, job and career satisfaction, and OCBs. Overall, the moderated mediation model highlighted that the work-life balance of employees mediated the relationship between their outcomes and their leaders' relational energy at least partially. Ultimately, we suggest that when leaders create positive relationships with followers by engaging in emotionally energetic and uplifting interactions, positive outcomes for employee wellbeing ensue and we provide empirical evidence of this relationship.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.70068","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147566559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 Dao of Selflessness: Human Resource Management Practices Reconciling Success and Well-Being 无私之道：协调成功与幸福的人力资源管理实践

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-02-26 DOI: 10.1111/1744-7941.70042

Haizhen Wang, Boying Li, Qian Zhao, Zizhen Geng

引用次数: 0

Developmental Human Resource Management and Employee Improvisation: A Moderated Mediation Model 发展性人力资源管理与员工即兴创作：一个有调节的中介模型

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-02-22 DOI: 10.1111/1744-7941.70067

Ling Ma, Shiqi Zhang, Shuming Zhao, Lingyun Guo, Yucheng Zhang

{"title":"Developmental Human Resource Management and Employee Improvisation: A Moderated Mediation Model","authors":"Ling Ma, Shiqi Zhang, Shuming Zhao, Lingyun Guo, Yucheng Zhang","doi":"10.1111/1744-7941.70067","DOIUrl":"https://doi.org/10.1111/1744-7941.70067","url":null,"abstract":"<div>\u0000 \u0000 <p>Employees need to take actions quickly to respond to unpredictable changes and developments in today's volatile, uncertain, complex and ambiguous (VUCA) era. Not surprisingly, employee improvisation has attracted managers' attention. How to motivate employees to adopt improvisation remains contested, with significant gaps in the research on the impact of human resource management practices on employee improvisation. Based on the conservation of resources (COR) theory, this study examines the effects of developmental human resource management's (DHRM's) three dimensions (training opportunities, performance appraisal, and career development) on employee improvisation through employees' “role breadth self-efficacy” (RBSE) paradigm. This study also investigates the moderating role of job autonomy. Analyzing the responses of 208 corporate employees, the results show that the three dimensions of DHRM all have a significant and positive impact on employee improvisation and RBSE fully mediates these relationships. Furthermore, job autonomy moderates the positive links between the three dimensions of DHRM and employees' RBSE, making the effect stronger as well as strengthening the indirect theoretical effect that DHRM could have on employee improvisation. This study presents the internal mechanism of employee improvisation from the perspective of enterprise human resource management practice, expanding the existing research and provides practical guiding value for organizations to activate employee improvisation.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147288462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 After Covid-19: Antecedents and Gender Differences 2019冠状病毒病后安静辞职：前因和性别差异

IF 4.5 3区管理学

Asia Pacific Journal of Human Resources Pub Date : 2026-02-18 DOI: 10.1111/1744-7941.70065

Jarrod Haar, Azka Ghafoor, David Brougham

{"title":"Quiet Quitting After Covid-19: Antecedents and Gender Differences","authors":"Jarrod Haar, Azka Ghafoor, David Brougham","doi":"10.1111/1744-7941.70065","DOIUrl":"https://doi.org/10.1111/1744-7941.70065","url":null,"abstract":"<div>\u0000 \u0000 <p>Following Covid-19, quiet quitting has attracted significant media attention. This study uses organizational citizenship behaviours to contextualise quiet quitting and examines its antecedents using two New Zealand samples: 791 employees and 228 managers. Drawing on the organizational citizenship behavior literature, we find empirical support for quiet quitting across both individual and organisational dimensions. We also develop and validate a new measure of re-evaluating work post Covid-19, which is strongly associated with quiet quitting. Most antecedents show significant direct relationships in the expected direction, with regression results indicating consistent variation across samples and dimensions. Gender moderation analyses reveal strong effects for organisationally directed quiet quitting, although mixed patterns emerge across specific antecedents for men and women. The findings suggest organisations should prioritise meaningful work and adequate pay to reduce quiet quitting, and strengthen organisational identity and supportive cultures, as quiet quitting is more prevalent toward organisations than co-workers.</p>\u0000 </div>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":"64 2","pages":""},"PeriodicalIF":4.5,"publicationDate":"2026-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147288326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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