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Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2024-03-15 Francesco Montani, Valentina Sommovigo, Raffaele Staglianò
This study aims to shed light on the dual impact of appraisals of pandemic‐induced job stressors on employee knowledge sharing and hiding behaviors. Drawing on the transactional attribution model, we hypothesize that employee perceptions of supervisor compassionate and self‐serving behavior would positively mediate the impact of employee challenge and hindrance appraisals of pandemic‐induced job stressors
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Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2024-03-07 Tianyi Long
The exploding employee demands on mental health services and the under‐utilised employee assistance programmes (EAPs) stand in stark contrast. Despite widespread coverage and awareness of EAPs, their low utilisation rates have marginalised them in organisations' human resource strategies. This study explores why employees are resistant to using EAPs from the perspective of dynamic contention, drawing
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When HRM meets politics: Interactive effects of high-performance work systems, organizational politics, and political skill on job performance Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2024-02-15 Huikun Chang, Jongwook Pak
Recently, scholars in strategic human resource management have attended to internal dynamics that give rise to variability within organizations. Given that workplace politics is an inherent and inevitable part of organizational life, this study investigates the interplay of organizational politics (OP) and an individual's political skill (PS) in shaping the relationship between high-performance work
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When is more (not) better? On the relationships between the number of information ties and newcomer assimilation and learning Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2024-02-13 Hao-Yun Zou, Hai-Jiang Wang, Zitong Sheng, Wenxing Liu, Feng Jiang
Social capital plays a critical role in newcomer adjustment. However, research is lacking regarding the effective mobilization of social capital, in terms of how different information network characteristics jointly influence newcomer adjustment. Drawing on the literature on social networks and newcomer adjustment, we distinguish two crucial processes of newcomer adjustment, namely assimilation and
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Issue Information Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2024-01-19
No abstract is available for this article.
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Are layoffs an industry norm? Exploring how industry-level job decline or growth impacts firm-level layoff implementation Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-12-21 Nita Chhinzer
Corporate layoffs are a globally prolific organisational activity, but little is known about how industry-level employment loss or gain impacts firm-level layoff implementation. Grounded in institutional theory, this study posits that firms in industries experiencing employment decline align with a cost-containment approach, while firms in industries experiencing employment growth focus on social exchange
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More to life than promotion: Self-initiated and self-resigned career plateaus Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-12-17 Farveh Farivar, Mary Anthony, Julia Richardson, Rajiv Amarnani
Being on a career plateau is widely regarded as an undesirable career experience characterised by a lack of individual proactivity, ability, or opportunity for promotion. In this paper, we present an alternative view arguing that some employees may choose to plateau their careers and deliberately forego opportunities for hierarchical progression. Drawing on in-depth interviews with 75 law enforcement
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Individuals' career perceptions in different institutionalized contexts: A comparative study of career actors in liberal, coordinated, hierarchical and mediterranean market economies Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-12-11 Maike Andresen, Eleni Apospori, Hugh Gunz, Richard Cotton, Douglas T. Hall, Yan Shen, Janine Bosak, Michael Dickmann, Emma Parry
Leveraging Weiner's attribution theory of intrapersonal motivation at the micro level and varieties of capitalism theory at the macro level, we conduct a multi-country and cross-level study examining whether individuals' career goals (i.e., perceived importance of learning and development), behaviors (i.e., proactive career behaviors), and outcomes (i.e., perceived employability) as well as the relationships
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Editorial: Scholar-stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-28 Marco Guerci, Tony Huzzard, Giovanni Radaelli, Abraham B. (Rami) Shani
Human Resource Management research is striving to develop rigorous and actionable knowledge for today’s social and environmental global challenges. For years, academic-stakeholder collaborative knowledge creation processes have been considered as potentially rewarding ways to achieve this objective. However, applications of collaborative HRM research are still relatively sparse, as HR scholars tend
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The role of contextual voice efficacy on employee voice and silence Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-19 Xu Huang, Adrian Wilkinson, Michael Barry
Given recent studies have begun to question the siloed nature of employee voice research this paper attempts to theorise the boundaries between Organisational Behavior (OB), Human Resource Management (HRM) and Industrial and Employment Relations (I/ER) voice. Researchers examine specific organisational contexts that may influence employees' voice behavior, with OB researchers paying particular attention
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The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-17 Hadyn Bennett, Martin McCracken, Paula O’Kane, Travor Brown
Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP-LMP and HRBP-HR relationships. Through the use of paradox theory and case study
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Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-06 Kara Ng, Wei-Ning Yang
Career plateauing has been described as a subjective state that is emotionally unpleasant and associated with unethical work behaviors, yet there is little theoretical explanation or robust evidence to support such claims. This study contributes a theoretical framework for the relationships between career plateauing, emotions, and counterproductive work behaviors (CWB). Building on the stressor-emotion
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Issue Information Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-04
No abstract is available for this article.
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Emotions careers: The interplay between careers and emotions in professional organisations Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-03 Stefanie Gustafsson, Dan Kärreman
Despite recognising the importance of emotions for careers, researchers rarely explore how career-related practices invoke emotions and the implications for professionals’ career aspirations and behaviours. Drawing on 50 interviews with lawyers on the partner track and human resource (HR) professionals, we develop the concept of an emotions career. The emotions career consists of four stages, each
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Developing new understanding of how global talent flow impact individual and firm performance by using big data Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-11-01 Yehuda Baruch, David S. A. Guttormsen, Stanley B. Gyoshev, Trifon Pavkov, Miana Plesca
Drawing on human capital theory, we explore the impact of global mobility on individuals and their employing firms. We also investigate the role of cultural distance between workers who move across country borders and the local culture, and the role that HRM may play to improve capitalizing on global talent mobility. We use a big data set comprising the entire population in one country, including about
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HARKing can be good for science: Why, when, and how c/should we Hypothesizing After Results are Known or Proposing research questions After Results are Known Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-10-13 Yehuda Baruch
This provocation challenges the current view that practicing HARKing (Hypothesizing After Results are Known) must be avoided under all circumstances. I explain why and under which circumstances scholars may be allowed, even encouraged, to follow this practice. I use the extant literature and specific cases to show how HARKing can help generate new and worthy knowledge, and why an outright ban on HARKing
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Work-life flexibility practices in context: A gendered cross-cultural analysis Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-09-28 Kaumudi Misra
This paper examines the influence of cultural contexts on work-life flexibility practices and employee productivity. Using extant theory from the work-life literature and gender egalitarianism, it examines whether flexible work practices are experienced differentially by men versus women in two varied cultural contexts (Australia and India). Results show that the use of flextime reduces the productivity
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Stock investors' reaction to layoff announcements: A meta-analysis Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-09-21 Kamran Eshghi, Vivek Astvansh
Does a firm's layoff announcement elicit a negative or a positive reaction from its stock investors? The extant empirical evidence on this question is mixed. The authors' meta-analysis of 34,594 layoff announcements taken from 126 samples featured in 78 studies reports that the average investor reaction is significantly negative (effect size of −0.549). Next, the authors use signaling theory—specifically
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Correction to “Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT” Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-09-01
Budhwar, P., Chowdhury, S., Wood, G., Aguinis, H., Bamber, G. J., Beltran, J. R., Boselie, P., Lee Cooke, F., Decker, S., DeNisi, A., Dey, P. K., Guest, D., Knoblich, A. J., Malik, A., Paauwe, J., Papagiannidis, S., Patel, C., Pereira, V., Ren, … Varma, A. (2023). Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT. Human Resource
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Conceptualising the nexus between macro-level ‘turbulence’ and the worker experience Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-08-11 Rea Prouska, Uracha Chatrakul Na Ayudhya, Alexandra Beauregard, Alexandros Psychogios, Margarita Nyfoudi
In this article, we introduce the special issue on conceptualising the nexus between macro-level ‘turbulence’ and the worker experience. We discuss ‘turbulence’ as economic, political, social, technological, and environmental crises occurring in the macro-environment and affecting the world of work. We argue that human resource management plays a critical role in supporting not only the organisation
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Female expatriates on the move? Gender diversity management in global mobility Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-08-01 Benjamin Bader, Jana Bucher, Almasa Sarabi
An increase in gender diversity activities and a greater societal awareness of inequality issues have led to an unprecedented focus on gender diversity management (GDM) in multinational companies (MNCs). Despite GDM efforts in MNCs, female expatriates continue to be under represented in global mobility and are still missing as an explicit target group in MNCs' GDM endeavors. Despite the evidence for
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Issue Information Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-15
No abstract is available for this article.
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Bridging human resource management theory and practice: Implications for industry-engaged academic research Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-14 Andrew R. Timming, Johanna Macneil
The link between academic theory and the professional practice of human resource management (HRM) is often tenuous and disjointed. The “gap” between theory and practice is damaging to academics and practitioners. On the one hand, academic research is often highly theoretical and methodologically complex. On the other, HR professionals tend to oversimplify advice on “how to solve” HRM “problems” and
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Management practices and productivity: Does employee representation play a moderating role? Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-15 Uwe Jirjahn, Marie-Christine Laible, Jens Mohrenweiser
Bloom and Van Reenen (2007) have suggested an index of best management practices capturing three broad areas: monitoring, targets and incentives. However, it is an open question whether the functioning of these practices depends on contextual factors. From a theoretical viewpoint, the management practices involve both productive and dysfunctional effects. We hypothesize that the relative strength of
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Algorithms in personnel selection, applicants' attributions about organizations' intents and organizational attractiveness: An experimental study Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-13 Irmela Fritzi Koch-Bayram, Chris Kaibel
Machine-learning algorithms used in personnel selection are a promising avenue for several reasons. We shift the focus to applicants' attributions about the reasons why an organization uses algorithms. Combining the human resources attributions model, signaling theory, and existing literature on the perceptions of algorithmic decision-makers, we theorize that using algorithms affects internal attributions
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Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-10 Pawan Budhwar, Soumyadeb Chowdhury, Geoffrey Wood, Herman Aguinis, Greg J. Bamber, Jose R. Beltran, Paul Boselie, Fang Lee Cooke, Stephanie Decker, Angelo DeNisi, Prasanta Kumar Dey, David Guest, Andrew J. Knoblich, Ashish Malik, Jaap Paauwe, Savvas Papagiannidis, Charmi Patel, Vijay Pereira, Shuang Ren, Steven Rogelberg, Mark N. K. Saunders, Rosalie L. Tung, Arup Varma
ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating
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Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-07-06 Mengwei Li, Na Fu, Clint Chadwick, Brian Harney
In the strategic HR literature, current empirical results on the relationship between HR practices and employee wellbeing are mixed and contradictory. Based on the job resources and demands model and the fine-tuned challenge-hindrance demands framework, we propose that an important reason lies in the lack of attention paid to the different characteristics of HR practices. HR practices can serve as
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Mick Marchington and his contributions to human resource management Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-06-29 Adrian Wilkinson, Pawan Budhwar, Geoff Wood
Mick Marchington's contributions to the field of human resource management (HRM) was considerable through his leadership, teaching and research. In the research arena he made significant contributions to the topics of employee voice, participation, and involvement as well as the future of work. A common thread to his research concerned humanising management and HRM through a pluralist value system
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Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-06-09 Abubakr Saeed, Hammad Riaz, Safa Riaz
Numerous studies have documented the existence of legitimacy challenges that emerging markets multinational enterprises (EMNEs) face in foreign markets due to their national origin. However, there is limited understanding of the EMNEs' strategic responses to offset these country-of-origin related disadvantages. In this study, we conceptualize gender diversity management (GDM) as a strategic response
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A conceptual framework of the perceived marketability of independent professionals Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-06-11 Koustab Ghosh, Anthony McDonnell, Ayesha Irum
Independent professionals represent a highly skilled contractual based workforce. In this paper, we propose a conceptual framework that explains the career construction mechanism of independent professionals. Specifically, we theorize that their boundaryless career orientation favorably influences the perception of their marketability via their involvement in career construction activities. Additionally
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Is Chief Executive Officer optimistic belief bad for workers? Evidence from corporate employment decisions Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-06-09 Hang Le, Ishrar Kibria, Kun Jiang
Using a behavioural approach, we investigate how Chief Executive Officer optimism, defined as a personality trait where a person has optimistic beliefs about the outcome of future events, influences corporate employment decisions. Using data of publicly traded firms in the U.S. from 1995 to 2017, we show that firms with optimistic CEOs have higher employment growth and exhibit less pronounced employment
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Financialisation and the management of people: Are leveraged buyouts bad for intrinsic job quality? Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-06-06 Kim Hoque, Nick Bacon, Muhammad Umar Boodoo, Mike Wright
This paper provides the first nationally representative assessment of intrinsic job quality in leveraged buyouts (LBOs). We propose a workforce re-contracting perspective, which views LBOs as having negative implications for some aspects of intrinsic job quality (job demands) but positive implications for others (job resources), and employee wellbeing and affective outcomes that are no different than
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Organisational voice and employee-focused voice: Two distinct voice forms and their effects on burnout and innovative behavior Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-05-19 Helen Shipton, Nadia Kougiannou, Hoa Do, Amirali Minbashian, Nik Pautz, Daniel King
Scholars and practitioners have long emphasised the importance of employees speaking up about workplace issues. Yet, voice research remains divided on fundamental questions such as underlying purpose. Drawing on the Job Demands-Resources Model, this study offers an integrative perspective, building on the idea that the interests of employees and managers are distinct concerning the purpose of voice
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Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-05-16 Stewart Johnstone
In just over a decade two global crises have created significant instability across the world and plunged many national economies into recession. While studies of HRM during economic downturns are limited, the global impact of COVID-19 on employment adds impetus to the debate. Though downsizing and mass layoffs attract most attention, redundancies are just one potential response to challenging economic
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Opportunism in headhunter-client relations: An agency theory perspective Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-05-10 Vesa Peltokorpi
Recruitment is one of the most important human resource functions for organizational success and survival. While organizations increasingly use headhunters to recruit employees, little research has focused on client-headhunter relations. This paper draws on agency theory and interviews with 130 contingency-based headhunters and corporate clients to examine clients' opportunistic behaviors and how headhunters
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Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-24 Elisabeth K. Kelan
Despite frequent claims that increased use of artificial intelligence (AI) in hiring will reduce the human bias that has long plagued recruitment and selection, AI may equally replicate and amplify such bias and embed it in technology. This article explores exclusion and inclusion in AI-supported hiring, focusing on three interrelated areas: data, design and decisions. It is suggested that in terms
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Changing public attitudes toward the employment of formerly incarcerated people: The role of “human resources social advocacy” Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-13 Prue Burns, Marco De Sisto, Andrew R. Timming
This registered report aims to evaluate the extent to which the human resources function can change public attitudes toward a controversial social issue. Focusing on the employment of formerly incarcerated people, we explore the novel concept of “human resources social advocacy” (HRSA), an interventionist approach through which HR might pro-actively change and/or shape people's minds on social issues
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Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-11 Isabella Scheibmayr, Astrid Reichel
Professionalization aims at closure, that is, having the monopoly protection of expertise for an occupation on the labour market and in organizations. Role congruity theory suggests that the translation of professionalization into organizational closure and reaching board membership is likely to be moderated by gender at the individual and the occupational level. We test this proposition focusing on
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Issue Information Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-07
No abstract is available for this article.
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Employee-perceived ‘motivation-enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-05 Koustab Ghosh
Ability-motivation-opportunity (AMO) based human resource management (HRM) practices connote positive organizational outcomes, in general. This study has identified the deviant outcome of motivation-enhancing HRM practices by delineating how it can lead to an undesirable workplace behavior like unethical pro-organizational behavior (UPOB) through employees' career ambition. Further, such effects are
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Getting to what works: How frontline HRM relationality facilitates high-performance work practice implementation Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-05 Nick Krachler
The lack of an efficient support system for people with multiple, long-term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary-spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high-performance work practices (HPWPs) in this sector, the actual implementation of
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Worker silence in a turbulent neoliberal context: The case of mass privatisation of sugar factories in Turkey Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-04 Cihat Erbil, Mustafa Özbilgin
Silence in the context of work has different meanings across different settings. Turbulence induced by the privatisation of previously state-owned enterprises presents a curious setting to explore worker silence. Turning to worker silence in the process of mass privatisation of sugar factories in Turkey, we examine why workers remained silent while resenting privatisation. We reflect on the experiences
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Two sides of the same coin: Appraising job-related attributes as resilience enhancing or undermining Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-04-04 Jane Frances Maley, Rebecca Mitchell, Brendan Boyle, Karen McNeil, Raymond Trau
Increasing stress levels in the workplace is an economic and social issue for many industries, and coal mining is no exception. However, more recently mining coal has become an intense moral and ethical issue subjecting workers to psychosocial related stress. Previous research has demonstrated that resilience can help manage individual stress to improve health outcomes and workplace productivity. This
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Do employees find inclusive talent management fairer? It depends. Contrasting self-interest and principle Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-03-13 Nicky Dries, Robert Kaše
In this paper, we critically examine the assumption that most employees, and especially those not identified as talents, find exclusive talent management less fair than inclusive talent management. Across two factorial survey studies—one of which manipulates talent status experimentally (N = 300), the other using field data on meta-perceived talent ratings (N = 209)—we examine the extent to which the
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Mandated but willing? Preferences and expectations among mandatory work from home employees Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-03-07 Melissa B. Gutworth, Matt C. Howard, Daniel V. Simonet
The turbulent COVID-19 pandemic offered the opportunity to examine employees who are required to work from home (WFH), which can provide significant implications given that some companies have adopted full-time remote work even after COVID-19 restrictions have lifted. The current study draws on psychological contract theory and HR differentiation theory to examine the interactive effects of WFH preferences
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What's in a name? talent: A review and research agenda Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-27 Sara Vardi, David G. Collings
There has a significant increase in the volume of research on the management of talent over recent decades; however, the question of what talent is remains under debate. How talent is understood and defined has significant implications for its management within organizations, yet these aspects are often overlooked in the extant literature. Through a review of 192 articles in the sub-disciplines of
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From professional aspirations to identity confirmation and transformation: The case of Japanese career women working for foreign subsidiaries in Japan Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-22 Markus Pudelko, Helene Tenzer
This study investigates what attracts career-oriented women to foreign subsidiaries and how they experience this work context. Based on 125 interviews with career-oriented women in Japan, we find that their frequent choice of foreign employers is not only motivated by professional aspirations but also by identity-related aspirations. Japanese women who embraced an internationalist orientation experience
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Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-19 Emmanuelle Walkowiak
The transformation of the intelligence ecosystem associated with the digital transformation represents a critical juncture for diversity and inclusion (D&I). We present a multidisciplinary perspective on digital transformation and D&I that demonstrates that, in the context of automated decision making, where algorithmic biases and the standardisation of thought represent new risks, neurodiversity initiatives
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A psychological contract perspective on how and when employees' promotive voice enhances promotability Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-14 Chenwei Li, Chia-Huei Wu, Yuntao Dong, Hannah Weisman, Li-Yun Sun
While promotive voice is conventionally considered a favourable work behaviour to the organisation, whether engaging in promotive voice will help employees move up the career ladder is inconclusive across a handful of studies. Drawing on a psychological contract perspective, this study aims to understand why and when employees' promotive voice can contribute to supervisor-rated employees' promotability
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Between interdependence and autonomy: Toward a typology of work design modes in the new world of work Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-09 B. Sebastian Reiche
Despite the rapid pace with which the world of work has been transforming, our concept of work design—the content and organization of work tasks, activities, relationships, and responsibilities—has remained remarkably resistant to change. This shortcoming not only limits our theoretical understanding of work design but also constrains organizations' ability to sufficiently adapt to human resource management
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Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-02-08 Nhat Tan Pham, Charbel Jose Chiappetta Jabbour, Vijay Pereira, Muhammad Usman, Moazzam Ali, Tan Vo-Thanh
What happens to the behaviors of employees when their organizations' human resource management (HRM) systems take into account any challenges to the common good? Despite common good HRM (CGHRM) having recently been raised, the existing literature has not yet investigated the role played by CGHRM in relation to employee behaviors. Drawing on social exchange theory, we addressed this issue by exploring
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Does change incite abusive supervision? The role of transformational change and hindrance stress Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-24 Stijn Decoster, Leander De Schutter, Jochen Menges, David De Cremer, Jeroen Stouten
To remain competitive, organizations tend to change their established ways of working, their strategy, the core values, and the organizational structure. Such thorough changes are referred to as transformational change. Unfortunately, transformational change is often unsuccessful because organizational members do not always welcome the change. Although organizations often expect their supervisors to
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The age of insecuritisation: Insecure young workers in insecure jobs facing an insecure future Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-06 Agnieszka Rydzik, P. Matthijs Bal
Rapid political-economic changes in recent decades have led to increasingly insecure youth labour markets and the weakening of state protections, resulting in growing precarisation for young people. This article examines how student-workers from post-1992 UK universities on zero-hour contracts in hospitality experience insecuritisation and societal turbulence as a result of continual neoliberal flexibilization
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Equal opportunities but unequal mentoring? The perceptions of mentoring by Black and minority ethnic academics in the UK university sector Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-09 Lloyd C. Harris, Emmanuel Ogbonna
Official statistics on the labour market position of Black and minority ethnic (BME) groups in academic institutions reveal that there are disparities in both their representation and in their promotion to higher levels. However, while the importance of mentoring has been acknowledged, few studies have explored the role of this importance organizational intervention in understanding the adverse employment
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Why and when family-supportive supervisor behaviours influence newcomer organizational socialisation Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-09 Wan Jiang, Linlin Wang, Xifang Ma
This study examines why and when family-supportive supervisor behaviour (FSSB) influences newcomer organizational socialisation. Specifically, we draw from the social information processing perspective to suggest that FSSB promotes newcomer proactive behaviours and organizational socialisation. We argue that newcomer gender and family motivation moderate the positive effect of FSSB on newcomer proactive
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The cultural influence on employees' preferences for reward allocation rules: A two-wave survey study in 28 countries Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-08 Mladen Adamovic
Multinational organisations and government organisations experienced problems introducing a merit pay system in different countries. Designing the right reward system is challenging in an international work environment, because employees often have different expectations about reward allocations. Most prior research predicted that individualistic employees prefer equity as allocation rule for rewards
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Issue Information Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2023-01-02
No abstract is available for this article.
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Digital inclusion and inequalities at work in the age of social media Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2022-12-29 Kaisa Pekkala
Advancements in digital communication technologies, such as social media, have transformed how individuals can interact inside and outside their organizations and participate in professional life. This qualitative study focuses on inclusion in the increasingly digitalized and interactive workplace. It adopts a managerial perspective and explores whether organizational members are perceived to have
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The interactive effect of job skill level and citizenship status on job depression, work engagement and turnover intentions: A moderated mediation model in the context of macro-level turbulence (of ‘Brexit’) Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2022-12-21 Elena Martinescu, Martin R. Edwards, Ana.C. Leite, Georgina Randsley de Moura, André G. Marques, Dominic Abrams
This study examines the role that citizenship plays in moderating the relationship between job-skill level, work-related depression, engagement, and turnover-intentions for UK based employees across 6 months in the year following the Brexit referendum. In two waves of data collection, citizenship moderated the relationship between job-skill level and depressive states; among EU citizens, those in low
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Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity Hum. Resour. Manag. J. (IF 5.667) Pub Date : 2022-12-16 Sylwia Ciuk, Martyna Śliwa, Anne-Wil Harzing
Advancing, both conceptually and practically, the equality, diversity, and inclusion (EDI) agenda, which is notoriously difficult to implement, this paper addresses the under-researched area of global diversity management (GDM) in multinational companies (MNCs). Drawing on Harrison and Klein's (2007) conceptualisations of diversity (separation, variety, and disparity) and two core concepts (fluidity