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Human Resource Management Review
Journal Prestige (SJR): 1.675
Citation Impact (citeScore): 4
Number of Followers: 55  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1053-4822
Published by Elsevier Homepage  [3162 journals]
  • Welcome to the bright side: Why, how, and when overqualification enhances
           performance
    • Abstract: Publication date: Available online 6 May 2019Source: Human Resource Management ReviewAuthor(s): Hans van Dijk, Amanda Shantz, Kerstin Alfes We nuance the overtly negative image of overqualified employees by illuminating the brighter side of overqualification. In this extension of current thinking on overqualification, we argue that there are four ways in which overqualification can positively shape the performance of overqualified employees and their fellow group members. Following their theoretical basis, we refer to these as the (1) human capital, (2) status, (3) social learning, and (4) identification advantages. For each advantage we explain the conditions under which they are likely to materialize. We also theoretically explore how the advantages relate to each other as well as to the theories outlining the potential negative consequences of overqualification, and provide an according integrative model on the Relational Effects of Overqualification on Performance (REOP). After discussing the theoretical implications and providing an agenda for future research, we close with a discussion of the managerial implications of leveraging the bright side while acknowledging the dark side of overqualification.
       
  • Making a conceptual contribution at Human Resource Management
           Review
    • Abstract: Publication date: Available online 6 May 2019Source: Human Resource Management ReviewAuthor(s): Howard J. Klein, Denise Potosky
       
  • Gamifying employer branding: An integrating framework and research
           propositions for a new HRM approach in the digitized economy
    • Abstract: Publication date: Available online 23 April 2019Source: Human Resource Management ReviewAuthor(s): Denise Marie Küpper, Kristina Klein, Franziska Völckner The digital age calls for digital HRM approaches, as the “digitized” workforce confronts companies with changing requirements regarding their human resource practices. Most importantly, companies need to build strong employer brands to attract, motivate, and retain employees. One promising approach to employer branding in the digital age is to gamify companies' employer branding activities by means of serious games (i.e., digital games with an educational purpose). Both serious games and employer branding share the key characteristic of facilitating learning to create knowledge. Despite existing research on employer branding and serious games in separate streams, virtually no research addresses their relationship, albeit its strong relevance for researchers and practitioners alike. The authors discuss both domains and their relation, propose a conceptual framework building on a novel learning-based extension of the affective events theory, and derive directions for future research to advance the understanding of gamifying employer branding in the digitized economy.
       
  • The role of HRM in developing sustainable organizations: Contemporary
           challenges and contradictions
    • Abstract: Publication date: Available online 18 April 2019Source: Human Resource Management ReviewAuthor(s): Nataliya Podgorodnichenko, Fiona Edgar, Ian McAndrew Debates surrounding the concept of corporate social responsibility (CSR) suggest organizations need to pursue the objectives of a variety of stakeholders and human resource management (HRM), with its pluralist ideological underpinnings, is well-positioned to help in this endeavour. The dilemma for human resource (HR) practitioners is how best can engagement with the CSR agenda be achieved' This study addresses this question by drawing on data obtained through a systematic review of the literature (SRL). In doing so key roles undertaken by the HRM function as it works towards developing sustainable organizations are identified and the challenges that arise from the pursuit of divergent organizational goals are highlighted. This review concludes by first providing some sage advice to practitioners about how to navigate these contradictory objectives so that they can meaningfully impact on CSR efforts and second, by suggesting some directions for future research.
       
  • Training trends: Macro, micro, and policy issues
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Wayne F. Cascio The scope of the training enterprise is vast, the field is dynamic, and multi-level issues confront training researchers. After identifying three “mega trends” – globalization, technology, and demographic changes - this paper reviews training trends at the macro level, the micro level, and emerging policy issues and links each one to the mega trends. The macro-level trends - increasing demands for personal and professional development by job seekers and employees, the effects of digital technology on work, structural changes in labor markets, increasing training opportunities for non-standard workers, and training as an important aspect of an employer's brand - reflect broad trends in the economy. Micro-level trends - better understanding of requirements for effective learning; use of short, digital lessons; and options for optimizing learning and preventing skill and knowledge decay - each focus on improving the quality of training. Policy issues - training needs in small and medium-sized enterprises, the need for “middle skills”, and vocational education - raise vexing issues for all stakeholders. Together, macro, micro, and policy issues reflect ongoing challenges for researchers, practitioners, and policy makers everywhere.
       
  • A dynamic model of training transfer
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Brian D. Blume, J. Kevin Ford, Eric A. Surface, Jeffrey Olenick We expand our understanding of the training transfer process by developing the Dynamic Transfer Model (DTM). We develop and examine linkages between intentions to transfer, the initial attempts to utilize training, and the integration of feedback received from the transfer attempt. We propose that this process repeats itself over time in subsequent transfer attempts to impact work behavior and performance. Implications for transfer criteria, the dynamic interaction between the trainee and context, and the personalization of transfer are discussed. Based on the DTM, we suggest future research directions that can enrich our understanding of transfer as well as derive practical implications for improving training effectiveness.
       
  • Enhancing adaptive transfer of cross-cultural training: Lessons learned
           from the broader training literature
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Shan Ran, Jason L. Huang Drawing insights from the broader training literature, we argue that evaluation of cross-cultural training effectiveness should adopt comprehensive criteria, including cognitive, skill-based, and affective learning outcomes as well as adaptive transfer. We propose that the integration of an error management supplement in cross-cultural training can enhance trainee acquisition of self-regulation skills and self-efficacy that facilitate adaptive application of learning to novel cultural situations. In addition to the traditional error management training designs (i.e., positive error framing), the current paper describes additional design elements to promote acquisition of cognitive strategies, prevent premature automaticity, alleviate concerns about error occurrence during learning, and enhance readiness to transfer. In addition, we offer propositions regarding the effects of the supplement on learning and transfer outcomes, along with implications for future research and practice on cross-cultural training.
       
  • Does training have to be fun' A review and conceptual model of the
           role of fun in workplace training
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Michael J. Tews, Raymond A. Noe The role of fun features in training has yet to be systematically examined from an academic perspective. The purpose of this paper is to aid academic research and training practice by addressing four important issues. First, we discuss the meaning of fun in the context of workplace training. Second, we review and critique the existing research on fun features in training. Third, based on Kahn's (1990) theory of psychological engagement, we propose a conceptual model to guide research to help increase our understanding of the role of fun features in training. Fourth, we discuss opportunities for future research as well as practical implications and caveats. Our intent is to provide a stronger theoretical basis for understanding and researching fun features in training and to provide more nuanced guidance for training practice.
       
  • Mindfulness-based training interventions for employees: A qualitative
           review of the literature
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Lillian T. Eby, Tammy D. Allen, Kate M. Conley, Rachel L. Williamson, Tyler G. Henderson, Victor S. Mancini We provide a comprehensive qualitative review of 67 published studies that have examined mindfulness-based training interventions conducted with employees. The findings indicate that the most common research designs were the pre-test/post-test only design (35.8%) and the randomized waitlist control group design (26.9%). About two-thirds of the studies included a control group (61.2%), with approximately three-quarters (75.6%) of these studies using random assignment. Of the 63 studies that used a conventional experimental design, the majority (65.1%) included only one follow-up assessment, most often immediately after training. Results indicated a great degree of heterogeneity in terms of program content, although many studies used some adaptation of Kabat-Zinn's (1990) Mindfulness-Based Stress Reduction (41.8%), an approach with a strong evidentiary base with clinical populations. All training programs incorporated practice, most (85.1%) used multiple methods of delivering the training material, and training varied considerably in total duration, session length, and the number of training sessions. Our review also found that the intended purpose of mindfulness-based training for employees was most commonly the reduction of stress/strain (80.6%), although a wide range of other targeted outcomes were documented. Based on our findings, we offer suggestions for future research aimed at advancing our understanding of mindfulness-based training interventions with employees.
       
  • Approaching evaluation from a multilevel perspective: A comprehensive
           analysis of the indicators of training effectiveness
    • Abstract: Publication date: June 2019Source: Human Resource Management Review, Volume 29, Issue 2Author(s): Traci Sitzmann, Justin M. Weinhardt We propose a multilevel framework that addresses the criteria that can be used to assess training effectiveness at the within-person, between-person, and macro levels of analysis. Specifically, we propose four evaluation taxa—training utilization, affect, performance, and financial impact—as well as the specific evaluation metrics that can be captured to examine the facets of each taxon. Our multilevel framework also clarifies the appropriate level of analysis for assessing each criterion variable and articulates when it appropriate to aggregate responses from a lower level of analysis to assess training effectiveness at a higher level of analysis. Finally, we illustrate how training evaluation criteria are interrelated because understanding constructs' nomological network is essential for gauging the depth of knowledge that can be inferred by any evaluation effort.
       
  • The influence of independent contractors on organizational effectiveness:
           A review
    • Abstract: Publication date: Available online 4 February 2019Source: Human Resource Management ReviewAuthor(s): Carol Flinchbaugh, Mortaza Zare, Clint Chadwick, Pingshu Li, Spenser Essman The use of independent contractors has steadily increased over the past two decades. However, relatively little research has examined contractors' effectiveness and the studies that do often report contradictory findings of contractors' value. The inconsistent findings result from the broad definition of effectiveness employed in these studies, stretched across various types ofnonstandard workers (including contract, part-time, seasonal, and temporary work) and both individual- and firm-levels of analysis. Thus, the purpose of this qualitative review is to untangle the empirical findings on contractor effectiveness for both workers and firms. We adapt Meyer, Becker, and Van Dick's (2006) integrative model of situated and deep structure identities to organize current findings on contractor effectiveness in three categories, namely contractor attitudes and behaviors, operational outcomes, and firm financial outcomes. Our effectiveness model further highlights how select identity-relevant social influences and situational contingencies impact contractor effectiveness. We conclude with research and practical implications of the model of contractor effectiveness.
       
  • Say on pay and executive compensation: A systematic review and suggestions
           for developing the field
    • Abstract: Publication date: Available online 2 February 2019Source: Human Resource Management ReviewAuthor(s): Gabriel Lozano-Reina, Gregorio Sánchez-Marín Say on pay (SOP) is a form of shareholder activism where shareholders express their opinions on executive compensation by casting a vote in the annual general meeting. To date, although a large variety of results, antecedents and outcomes have been mentioned and discussed, knowledge about SOP is still limited. This study, through a systematic literature review of 44 articles on SOP published between 2010 and 2018 in finance and management journals, aims to explore our understanding of SOP effectiveness by analyzing its conceptualization, theoretical foundations, methodological issues, antecedents and derived outcomes. After identifying some common patterns in SOP effectiveness that reflect a specific governance contextualization, we provide a guide to develop future research in the field, highlighting key implications for human resource management academics and practitioners.
       
  • Excessive availability for work: Good or bad' Charting underlying
           motivations and searching for game-changers
    • Abstract: Publication date: Available online 1 February 2019Source: Human Resource Management ReviewAuthor(s): Cary L. Cooper, Luo Lu “Excessive availability for work” (hereafter EAW), or overwork is multi-faceted in nature, and encompasses behavioral manifestations such as long working hours (including overtime work), sickness presenteeism (SP), leavism, and teleworking (working on mobile devices outside the workplace and during off-time) as a few prevalent observations. To facilitate systematic research in the field, a broad framework needs to be formulated to explain, predict, and understand the phenomena. We thus introduce a motivational theoretical perspective on EAW to explain the underlying psychological process of such an act as a practice of human agency at work. This exercise of human agency sets motion the dynamic process actualizing both potential costs as well as benefits of EAW, over an extended period of time. We based our theoretical formulation on the proposition of the general model of values and work (Roe & Ester, 1999) and the basic tenet of the self-determination theory (SDT, Deci & Ryan, 1985). In particular, we adopted the autonomous-controlled orientation as an individual difference construct, linking it with intrinsic/extrinsic work values. These divergent work values then express themselves in the act of voluntary/involuntary EAW, motivated by the individual's strive to satisfy basic human needs of autonomy, competency, and relatedness. It is these distinct motivations that finally determine the good or bad outcomes, possibly varying in different frame of time. We further acknowledged that many environmental and personal factors could act as moderators in the self-motivational/regulatory process and alter the good or bad outcomes of EAW. We used psychological detachment as a moderator to serve as an illustration, and encouraged future concerted research applying our theoretical model.
       
  • Toward an integration of research on employee voice
    • Abstract: Publication date: Available online 18 January 2019Source: Human Resource Management ReviewAuthor(s): Adrian Wilkinson, Michael Barry, Elizabeth Morrison
       
  • A cybernetic model of work-life balance through time
    • Abstract: Publication date: Available online 12 January 2019Source: Human Resource Management ReviewAuthor(s): Cheryl L. Adkins, Sonya F. Premeaux Answering a call for a more fully developed concept of work-life balance (WLB), we use person-environment fit and control theories to develop a model of WLB incorporating the work, family, and personal domains. We propose a cybernetic model which recognizes that individuals have a desired balance among the three domains that serves as a standard against which they compare their perceptions of WLB at any given point in time. Our cybernetic model suggests that individuals will seek to restore balance when a negative imbalance is perceived. Further we propose that role senders and resources in the domains, as well as anticipated future WLB and retrospective perceptions of WLB also affect desired balance and actions. We discuss the implications of the proposed model for future research and practice.
       
  • Fostering expatriate success: A meta-analysis of the differential benefits
           of social support
    • Abstract: Publication date: Available online 4 January 2019Source: Human Resource Management ReviewAuthor(s): P.A. van der Laken, M.L. van Engen, M.J.P.M. van Veldhoven, J. Paauwe While social support is recognized as an important factor for successful international assignment, there is, to date, no overview of the supportive agents during the expatriation process and their influence on different criteria of expatriate success. We culminate findings of 84 independent studies that examined the social support provided by community-, work-, and family-domain agents in relation to four criteria of expatriate success: adjustment, commitment, performance, and retention. We explore the role of social support proximity: the physical, cultural, or hierarchical distance between a supporting agent and the expatriate. Our meta-analysis demonstrates that the strength of the support-success relationship (ρ = .24 overall) depends on this supporting agent and the success criterion under study. We visualized the meta-analytical estimates of the different relationships between social support and success criteria using a force-directed graph, demonstrating that adjustment and performance criteria have similar relationships to social support, distinct from those of commitment or retention criteria. Implications for future research and practices that do or do not foster the success of expatriate assignments are discussed.Graphical abstractUnlabelled Image
       
  • Managing work-generated emotions at home: An exploration of the “Bright
           Side” of emotion regulation
    • Abstract: Publication date: Available online 25 December 2018Source: Human Resource Management ReviewAuthor(s): Mahbubul Alam, Souha R. Ezzedeen, Soosan D. Latham This conceptual paper applies the construct of emotion regulation to the work-family interface in order to further expand our understanding of the positive aspects of emotional labor. Contrary to the predominant view that emotional labor is stressful and produces primarily harmful outcomes, we propose that emotion regulation in work-to-home transitions reduces an individual's work-family conflict, enhances job satisfaction, and improves their spouse's family satisfaction. Indeed, work stress can cause employees to remain preoccupied with work-related thoughts and negative moods when moving from work to family settings. We argue that social display rules positively influence an individual's engagement in emotion regulation to meet family role demands. Drawing on current research on role boundaries, emotion regulation, emotional labor, and work-family conflict, we offer testable propositions to encourage future research on the beneficial aspects of emotion regulation in research on work and family. Theoretical and practical implications are discussed in closing.
       
  • Win-Win-Lose' Sustainable HRM and the promotion of unsustainable
           employee outcomes
    • Abstract: Publication date: Available online 18 December 2018Source: Human Resource Management ReviewAuthor(s): John T. Bush HRM sustainability has become increasingly important to both practitioners and scholars. Specifically, there is an increased focus on the organizational triple bottom line, or the combination of a firm's economic, environmental, and social goals. Although it is largely assumed that triple bottom line initiatives are fully intertwined, there may be more competition and conflict between these goals than previously considered. Drawing upon multiple identity theory and role theory, I explore how an organizational emphasis on the triple bottom line may create challenges at the employee level through increased role conflict and role ambiguity. Further, I identify perceived organizational support, leader initiating structure, leader consideration, and Type A behavior pattern as potential boundary conditions that may further inform our understanding of these relationships. Finally, I examine the ways in which synergies may be promoted between triple bottom line goals to mitigate potential conflicts and ambiguities and promote a more sustainable HRM function.
       
  • Towards an integration of employee voice and silence
    • Abstract: Publication date: Available online 7 December 2018Source: Human Resource Management ReviewAuthor(s): Eva Nechanska, Emma Hughes, Tony Dundon There is a growing interest in conceptualising employee voice across various theoretical disciplines - including Human Resource Management (HRM), Organizational Behaviour (OB), Industrial Relations (IR) and Labour Process (LP) – which approach the phenomena from diverse ontological anchor points. However, few consider the antithesis of voice, employee silence. This paper aims to advance a conceptual framework of voice and silence based on the inter-disciplinary integration of OB, IR and LP perspectives. Such an integrated approach may offer scholars, policy advocates and HR audiences a more reflective understanding of the social and psychological antecedents of employee voice and silence. The framework advances a critical pluralist view of employee silence by drawing on the concept of ‘structured antagonism’, which has been neglected in HRM and OB studies. A suggested future research agenda is outlined to help better integrate diverse approaches on employee voice and silence.
       
  • Heterogeneity and centrality of “dark personality” within teams,
           shared leadership, and team performance: A conceptual moderated-mediation
           model
    • Abstract: Publication date: Available online 6 December 2018Source: Human Resource Management ReviewAuthor(s): Afif George Nassif Shifting from the much-studied five-factor model of personality, this paper focuses on dark personality (i.e. the “Dark Triad”: Machiavellianism, psychopathy, and narcissism) to advance understanding of team composition, processes, and performance. The research responds to a call to explore dark personality's manifestation within – and impact on – teams. Specifically, this paper will examine the impact of within-team heterogeneity in dark personality on team performance, with shared leadership as mediator of this relationship. Additionally, I propose two moderators of the relationship between within-team dark triad heterogeneity and shared leadership – team network centrality of the team member scoring highest on the Dark Triad, and team mean Dark Triad score. This research aims to make a uniquely valuable contribution to scholarship on leadership within teams through bridging literatures on social network analysis, teams, leadership, and the dark triad and should have implications for team selection and performance.
       
  • Announcement Page
    • Abstract: Publication date: March 2019Source: Human Resource Management Review, Volume 29, Issue 1Author(s):
       
  • How supervisors set the tone for long hours: Vicarious learning,
           subordinates' self-motives and the contagion of working hours
    • Abstract: Publication date: Available online 28 November 2018Source: Human Resource Management ReviewAuthor(s): Marie-Colombe Afota, Ariane Ollier-Malaterre, Christian Vandenberghe This paper develops a theoretical model that highlights the mechanisms underlying the contagion of long working hours from supervisors to subordinates at different stages of their relationship. Drawing upon social learning theory, we suggest that subordinates mimic the supervisor's working hours through vicarious learning. Focusing first on the role-taking stage of the supervisor-subordinate relationship, we identify four factors, namely supervisor's perceived status, subordinate's work centrality, congruence between organizational norms and supervisor's working hours, and subordinate's identification with the supervisor, that may influence the perceived desirability of adopting the supervisor's working hours. We then examine the relative influence of each of these factors through the lens of subordinates' self-motives. Turning, next, to the routinized supervisor-subordinate relationship, we elaborate on how social contagion may evolve over time. Lastly, the implications of our model as well as future research avenues are presented.
       
  • The emergence of Human Resource Management in China: Convergence,
           divergence and contextualization
    • Abstract: Publication date: March 2019Source: Human Resource Management Review, Volume 29, Issue 1Author(s): Cherrie Jiuhua Zhu, Malcolm Warner This article aims to use the emergence of Human Resource Management (HRM) in China to shed light on the dynamism of convergence, divergence and contextualization in the broader field. It argues that the ways used to manage people in China have diverged or converged with Western or foreign-developed theories and practices, in different institutional contexts and at different periods of time. Overlapping with this intellectual narrative, it looks at HRM in China in its contemporary historical setting, to show how theories such as the US-inspired Scientific Management and Human Relations and the Soviet model of Personnel Administration have influenced and shaped various ways of managing people. The bibliometric review of the unfolding of HRM in China presented in the article will, we argue, also shed further light on wider issues of convergence/divergence and contextualization.
       
  • Catering to the crowd: An HRM perspective on crowd worker engagement
    • Abstract: Publication date: Available online 26 October 2018Source: Human Resource Management ReviewAuthor(s): John T. Bush, Rachel M. Balven Organizations are increasingly turning to crowd-based forms of employment to supplement their workforce. However, little is known of the factors that drive crowd workers to fully engage in work tasks. Moreover, we lack understanding of how traditional HRM practices may adapt to promote and capitalize on an engaged crowd workforce. To address these gaps, we draw upon engagement theory to identify and examine characteristics of both crowd work and crowd workers that have implications for worker engagement, offering propositions regarding the nature of these relationships. In addition, we build upon perspectives of human capital investment by examining the HRM practices of recruitment, selection, training and development, and retention, making specific prescriptions for HRM theory and practice regarding the promotion of an engaged and sustainable crowd workforce. We conclude with implications for theory, practice, and future research.
       
  • Individual and contextual predictors of team member proactivity: what do
           we know and where do we go from here'
    • Abstract: Publication date: Available online 23 October 2018Source: Human Resource Management ReviewAuthor(s): Sabrine El Baroudi, Svetlana N. Khapova, Paul G.W. Jansen, Julia Richardson Contemporary organizations are placing greater emphasis on team work in order to meet the challenges of an increasingly turbulent business environment. In this context, the relationship between team member proactivity and overall team performance has been the focus of growing interest among management scholars and practitioners alike. Whereas extant scholarship acknowledges that team member proactivity is different from other forms of proactivity (i.e., individual and organization member proactivity), there is still only limited understanding of the factors that predict team member proactivity. Therefore, this paper extends current scholarship by identifying the individual and contextual predictors of team member proactivity and explaining how, taken together, they jointly influence team member proactivity. Building on these findings, the paper also identifies gaps in the current literature and proposes a model of team member proactivity to be tested in future research.
       
  • Work curiosity: A new lens for understanding employee creativity
    • Abstract: Publication date: Available online 23 October 2018Source: Human Resource Management ReviewAuthor(s): Yu-Yu Chang, Hui-Yu Shih Curiosity has long been recognized as the driving force behind individuals' exploratory drive, learning behavior, and willingness to embrace novelty. It is generally believed that the exploratory spirit of a curious mind can enhance the individual's imagination and cognitive capability for creative ideation. But there has been surprisingly little work to clarify the relationship between curiosity and creativity. Moreover, existing research commonly oversimplifies the operationalization of human curiosity. From a pluralist view of curiosity, this paper leverages insights from psychological research to explain how curiosity can be applied in the organizational context and help to better understand employee creativity. We draw upon several seminal theories on curiosity and motivation and explore the effects of organizational context and individual differences on employees' work curiosity. We furthermore elucidate how work curiosity leads to employee creativity by affecting the cognitive processes and psychological states. Implications for future research are discussed.
       
  • A multilevel leadership process framework of performance management
    • Abstract: Publication date: Available online 13 October 2018Source: Human Resource Management ReviewAuthor(s): Steven T. Tseng, Paul E. Levy Performance management is a critical human resource management practice intended to facilitate performance and development in organizations. Unfortunately, recent discourse among researchers and practitioners suggest that current performance management practices in organizations are less than satisfactory and not effective. A popular recommendation to improve the performance management process is to focus less on the formal procedures and more on the manager-employee interactions embedded in the process. However, current models of performance management do not reflect this focus on social processes. We present a multilevel leadership process framework of performance management that highlights the pivotal role of managers. Within this framework managers carry out this process through their influence on employees, teams, and the organization. Recommendations for future directions are also provided.
       
  • Facets of narcissism and leadership: A tale of Dr. Jekyll and Mr.
           Hyde'
    • Abstract: Publication date: Available online 11 October 2018Source: Human Resource Management ReviewAuthor(s): Ramzi Fatfouta Research on narcissism continues to develop at a rapid pace. Yet, researchers from different disciplines are still divided over whether narcissists are good versus bad leaders. On the one hand, narcissists' bright qualities (e.g., charisma) are associated with positive outcomes at different levels of analysis from subordinates, to peers, and the organization as a whole. On the other hand, however, narcissists' dark qualities (e.g., entitlement) are associated with a number of counterproductive work behaviors, causing organizations to falter. The present article adds to and extends the traditional good-versus-bad debate about narcissistic leadership and pursues three goals: (a) to critically review the literature on narcissistic leaders and their behaviors in the workplace, (b) to provide tangible recommendations for how to best assess, select, and develop narcissistic leaders, and (c) to highlight future directions and ongoing challenges ahead in the field of narcissistic leadership.
       
  • Self-regulation and expatriate adjustment: The role of regulatory fit
    • Abstract: Publication date: Available online 5 October 2018Source: Human Resource Management ReviewAuthor(s): Rajesh Kumar, Pawan Budhwar, Charmi Patel, Arup Varma In this paper, we draw on the construct of regulatory fit in explaining how expatriates manage interactional and work-related discrepancies in diverse cultural contexts. When expatriates go overseas, they are often faced with a set of expectations that are at variance with their home country norms and these differences in expectations generate discrepancies. The emergence of discrepancies in an alien cultural context exacerbates the uncertainties facing the expatriate, though the response to uncertainty varies between expatriates. We posit that expatriates with a promotion-focused self-regulatory system are focused on maximizing gains leading them to manage uncertainty through experimentation whereas expatriates with a prevention-focused self-regulatory system are oriented to minimizing losses leading them to manage uncertainty by persisting with the status-quo. Utilizing insights from motivational science and by linking the self-regulatory processes to the cultural context, we develop a framework and propositions for expatriate adaptation in loose and tight cultures. We present managerial implications of our model and offer guidance for testing the framework.
       
  • The profile of the ‘Good Judge’ in HRM: A systematic review and agenda
           for future research
    • Abstract: Publication date: Available online 5 October 2018Source: Human Resource Management ReviewAuthor(s): François S. De Kock, Filip Lievens, Marise Ph. Born In light of the pivotal importance of judgments and ratings in human resource management (HRM) settings, a better understanding of the individual differences associated with being a good judge is sorely needed. This review provides an overview of individual difference characteristics that have been associated with the accurate judges in HRM. We review empirical findings over>80 years to identify what we know and do not know about the individual difference correlates of being an accurate judge. Overall, findings suggest that judges' cognitive factors show stronger and more consistent relationships with rating accuracy than personality-related factors. Specific intelligences in the social cognition domain, such as dispositional reasoning (complex understanding of traits, behaviors and a situation's potential to manifest traits into behaviors) show particular promise to help understanding what makes an accurate judge. Importantly, our review also highlights the scarcity of research on HRM context (selection vs. performance appraisal settings) and judges' motivation to distort ratings. To guide future research, we present a model that links assessor constructs to key processes required for accurate judgment and ratings in HRM contexts. The discussion suggests twenty questions for future work in this field.
       
  • The emotional context of disclosing a concealable stigmatized identity: A
           conceptual model
    • Abstract: Publication date: Available online 2 October 2018Source: Human Resource Management ReviewAuthor(s): Robyn A. Berkley, Roxanne Beard, Catherine S. DausGraphical abstractGraphical abstract for this article
       
  • Advancing training for the 21st century
    • Abstract: Publication date: Available online 30 August 2018Source: Human Resource Management ReviewAuthor(s): Traci Sitzmann, Justin M. Weinhardt
       
  • Leader support for gender equity: Understanding prosocial goal
           orientation, leadership motivation, and power sharing
    • Abstract: Publication date: Available online 28 August 2018Source: Human Resource Management ReviewAuthor(s): Manuel London, Julia B. Bear, Lily Cushenbery, Gary D. Sherman We focus on how interpersonal characteristics should influence leader support for gender equity in organizations. Recognizing gender disparities in organizations and the “labyrinth” that women face when they advance in their careers (cf. Eagly & Carli, 2007), we develop a model for how interpersonal characteristics of leaders, both men and women, influence power construal and thus their use of empowerment, mentoring, and performance feedback, ultimately affecting career opportunities for women in organizations. The model proposes that leaders who are high on communal goal orientation, a prosocial characteristic, are more likely to construe power through a responsibility lens and behave in ways that ultimately support gender equity in organizations. In contrast, leaders with an exchange goal orientation are more likely to construe power through a freedom lens and behave in ways that are self-serving. Prestige motivation will increase the extent to which leaders, especially those who are communally oriented, share power. Dominance motivation will increase the extent to which leaders, especially those who are exchange oriented, act in self-interest and retain power, ultimately imposing barriers to women's career advancement. Organizations can potentially increase leader power sharing by encouraging and reinforcing leaders' prosocial characteristics of communal orientation and prestige motivation. Implications for research and practice are discussed.
       
  • Organizational career management practices and objective career success: A
           systematic review and framework
    • Abstract: Publication date: Available online 8 August 2018Source: Human Resource Management ReviewAuthor(s): Silvia Bagdadli, Martina Gianecchini The theorization of the relationship between organizational investments in career development and individual success remains underdeveloped, and empirical tests of this relationship, which have been dispersed among several disciplinary areas, have produced inconsistent results. Addressing these issues, the purpose of this article is to propose a theoretical framework that illustrates why and how organizational career management practices translate into career success and under what circumstances the relationship is effective. Using a systematic review of empirical studies on career management practices and objective success, we identify three theoretical mechanisms - developmental, informational, and relational - and two groups of contingency factors that explain this relationship. Our framework advances the extant literature on organizational career management and provides suggestions to companies for designing effective career management systems.
       
  • The impact of disability-assistance animals on the psychological health of
           workplaces: A systematic review
    • Abstract: Publication date: Available online 8 August 2018Source: Human Resource Management ReviewAuthor(s): Caitlin Hunter, Martie-Louise Verreynne, Nancy Pachana, Paul Harpur This study presents a systematic review of the impact of disability-assistance animals in the workplace. While the importance of establishing workplace diversity initiatives is widely established, there is little thought as to how organizations can support it beyond legal compliance with anti-discrimination laws. This paper adopts an innovative approach to analysing diversity, combining business, psychology and law literature to identify the positive and negative implications of disability assistance animals in the workplace. The literature review reveals three benefits to having assistance animals in the workplace: it positively affects disability support; it improves the productivity and psychological health of employees; and it increases workplace attractiveness. However, because these positive effects may be moderated by individual preferences, we acknowledge potential negative effects, such as allergies, phobias and disruptions when animals are introduced to a workplace. We conclude by presenting a framework to guide future research, and analysing the practical and theoretical implications of assistance animals in the workplace.
       
  • Exploration-exploitation tradeoffs and information-knowledge gaps in
           self-regulated learning: Implications for learner-controlled training and
           development
    • Abstract: Publication date: Available online 1 August 2018Source: Human Resource Management ReviewAuthor(s): Jay H. Hardy, Eric Anthony Day, Winfred Arthur Learning in modern organizations often involves managing a tradeoff between exploration (i.e., knowledge expansion) and exploitation (i.e., knowledge refinement). In this paper, we consider the implications of this tradeoff in the context of learner-controlled training and development. We then propose a model that integrates research on control theory, curiosity, and skill acquisition to explain how information knowledge gaps (i.e., gaps between what learners believe they know and what they desire to know) guide resource allocation decisions throughout the learning process. Using this model, we present testable propositions regarding (a) the different approaches learners take when resolving exploration-exploitation tradeoffs, (b) how systematic changes in learner perceptions translate into changes in systematic learner behavior, and (c) how common biases in key learner perceptions can undermine the functioning of self-regulated learning in training and development contexts. We finish with a discussion of the model's implications for the science and practice of training and development.
       
  • Human Resource Management and the ability, motivation and opportunity to
           continue working: A review of quantitative studies
    • Abstract: Publication date: Available online 25 July 2018Source: Human Resource Management ReviewAuthor(s): Karen Pak, Dorien T.A.M. Kooij, Annet H. De Lange, Marc J.P.M. Van Veldhoven Organisations are challenged to retain older workers, however knowledge on how this should be done is scattered. The aim of this paper is to integrate knowledge on the actions organisations can take to facilitate the extension of working lives by identifying and examining the effectiveness of Human Resource Management activities directed at the extension of working lives. To this end a systematic review was conducted, which identified 110 peer-reviewed and unpublished empirical articles concerning the influence of job demands, job resources and Human Resource practices on the ability, motivation and opportunity to work(ing). The results indicate that offering job resources has a positive effect on the ability, motivation and opportunity to continue working. Furthermore, work ability was found to be most negatively related with job demands whereas employability was most positively related with developmental practices. The paper concludes by suggesting directions for future research and practical implications to encourage evidence-based practice.
       
  • A framework for understanding the effects of past experiences on justice
           expectations and perceptions of human resource inclusion practices
    • Abstract: Publication date: Available online 20 July 2018Source: Human Resource Management ReviewAuthor(s): Samantha L. Jordan, Gerald R. Ferris, Bruce T. Lamont As organizational diversity becomes increasingly common, human resource departments must learn to effectively manage heterogeneity through the development of inclusionary practices. Although HR diversity and inclusion (D&I) practices seem like an adequate solution to workplace diversity, employee past experience and anticipatory justice regarding the fairness of HR initiatives may offer an explanation as to why such practices are not always successful at leading to positive perceptions and outcomes across employees. To begin to address this question, we use theory on uncertainty management to describe the role of cognitive biases on recollections of past experiences, and the role of anticipatory justice on fairness perceptions. Moreover, we argue for several moderators of the past experience—justice expectations and of the justice expectation—justice perceptions relationships. The contributions of this proposed framework are discussed as are directions for future research and practical implications.
       
  • Revolutionizing training and education' Three questions regarding
           massive open online courses (MOOCs)
    • Abstract: Publication date: Available online 19 July 2018Source: Human Resource Management ReviewAuthor(s): Justin M. Weinhardt, Traci Sitzmann MOOC stands for Massive Open Online Course and represents an instructional approach that permits hundreds of thousands of students to access online courses anywhere around the world and typically free of charge. There have been a number of stories in the popular press suggesting that MOOCs may revolutionize training and education, but evidence regarding the instructional effectiveness of MOOCs is primarily anecdotal and overarching statistics reveal that the vast majority of students drop out before completing these courses. We pose three questions that need to be answered about the use and effectiveness of MOOCs before MOOCs can be considered a credible and useful instructional approach: 1) Who enrolls in MOOCs and why do they enroll' 2) Are students self-aware and able to self-regulate their learning in MOOCs' 3) Are MOOCs effective and how can we maximize their effectiveness'
       
  • Creating comprehensive leadership pipelines: Applying the real options
           approach to organizational leadership development
    • Abstract: Publication date: Available online 17 July 2018Source: Human Resource Management ReviewAuthor(s): Jennifer A. Griffith, John E. Baur, M. Ronald Buckley Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.
       
  • Whistle while you work' A review of the effects of music in the
           workplace
    • Abstract: Publication date: Available online 30 June 2018Source: Human Resource Management ReviewAuthor(s): Karen Landay, P.D. Harms The effects of music on human performance have been studied across many disciplines. Music has been shown to impact task performance, organizational citizenship behaviors, and learning (i.e., training), but the implications of the study of music in the workplace have not yet been fully realized. Therefore, we conduct an interdisciplinary review of research on music relevant to the field of management. We also offer a solution to the lack of theoretical grounding in previous work by applying activation theory to understand the effects of music in the workplace. Taken together, the literature shows that music works through the mediator of mood and emotion. Findings also illustrate the consequences of extraversion, task complexity, and listening autonomy in relation to individual affective reactions to music. While the evidence suggests music may potentially have significant value in the workplace, more research is needed to understand how music might be effectively utilized by organizations.
       
  • Trading off learning and performance: Exploration and exploitation at work
    • Abstract: Publication date: Available online 24 June 2018Source: Human Resource Management ReviewAuthor(s): Lindsey M. Greco, Steven D. Charlier, Kenneth G. Brown Employees are increasingly given control over how they learn, and their choices for training are diverse and varied, yet employees must balance competing demands. On one hand, they are expected to be increasingly efficient in their current job duties – on the other hand, they are expected to develop new skills and competencies that enable them to adapt and respond to changing job demands. Drawing from the organizational learning literature, we propose a model of worker and work characteristics that inform choices between two mindsets related to learning at work. The first mindset is exploration, or the pursuit of learning outside one’s current knowledge domain; the second mindset is exploitation, the refinement/deepening of one’s existing knowledge stock focusing on the task at hand. We further propose that these strategic choices, or trade-offs, influence employee learning and performance in unique ways, with different implications for both routine and adaptive performance. Finally, we incorporate the notions of feedback loops and risk assessments that influence ongoing decisions between exploration and exploitation mindsets. Recommendations for future research and extensions of the theoretical model are also proposed.
       
  • Employee voice viewed through a cross-cultural lens
    • Abstract: Publication date: Available online 19 June 2018Source: Human Resource Management ReviewAuthor(s): Bora Kwon, Elaine Farndale Employee voice may have positive outcomes for organizations, however, encouraging employees to speak out is not guaranteed unless the organization signals that it is safe and effective for employees to do so. In this conceptual paper, we identify core variables that constitute the norms for voice created in organizations across national cultures. Developing a multilevel conceptual framework of employee voice, we explore how organizational norms related to different voice channels provide signals to employees about voice consequences, namely voice safety and effectiveness. Given organizations do not operate in contextual vacuums, we also apply a macro-level consideration of national culture values that influence organizational voice norms to affect safety and effectiveness signals. A conceptual framework and propositions for future research are presented.
       
  • Elections and selection: The role of political ideology in selection
           decisions
    • Abstract: Publication date: Available online 26 May 2018Source: Human Resource Management ReviewAuthor(s): Andrew F. Johnson, Katherine J. Roberto Political ideology is a central belief that drives individuals' behavior not just in the voting booth but also in other aspects of life. As political divisiveness in society has increased, the ramifications of this shift may permeate organizations ultimately affecting how individuals interact with one another. Through the lens of social cognition and person-organization fit, this paper considers the effect of political ideology of job applicants in selection decisions by discussing 1) the definition of political ideology and subsequent stereotyping, 2) the increasing divisiveness rooted in political ideology, 3) the implication in selection decisions influenced by political ideology, and 4) the consequences for firm level diversity. Further, a model is provided to illustrate the relationship of political ideology to various phases of the selection process. Propositions to foster further study of these phenomena are provided within.
       
  • Voice in safety-oriented organizations: Examining the intersection of
           hierarchical and mindful social contexts
    • Abstract: Publication date: Available online 22 May 2018Source: Human Resource Management ReviewAuthor(s): Krista N. Engemann, Cliff W. Scott Workplace safety is a concern for both scholars and practitioners because of the potential for substantial loss of organizational resources. Trending away from a hierarchical perspective of organizations, this paper emphasizes the mindful management of safety and reliability in uncertain organizational environments and posits a theoretical framework that considers the relative importance of different types of social support in a high risk, safety-oriented setting. We posit that one voices to resolve ambiguity, and that social support across the organization fosters this exchange. Moreover, the extent of sustained mindful organizing will influence this relationship.
       
  • Can emotional intelligence be trained' A meta-analytical investigation
    • Abstract: Publication date: Available online 13 April 2018Source: Human Resource Management ReviewAuthor(s): Victoria Mattingly, Kurt Kraiger Human resource practitioners place value on selecting and training a more emotionally intelligent workforce. Despite this, research has yet to systematically investigate whether emotional intelligence can in fact be trained. This study addresses this question by conducting a meta-analysis to assess the effect of training on emotional intelligence, and whether effects are moderated by substantive and methodological moderators. We identified a total of 58 published and unpublished studies that included an emotional intelligence training program using either a pre-post or treatment-control design. We calculated Cohen's d to estimate the effect of formal training on emotional intelligence scores. The results showed a moderate positive effect for training, regardless of design. Effect sizes were larger for published studies than dissertations. Effect sizes were relatively robust over gender of participants, and type of EI measure (ability v. mixedmodel). Further, our effect sizes are in line with other meta-analytic studies of competency-based training programs. Implications for practice and future research on EI training are discussed.
       
  • Fun in the workplace: A review and expanded theoretical perspective
    • Abstract: Publication date: Available online 22 March 2018Source: Human Resource Management ReviewAuthor(s): John W. Michel, Michael J. Tews, David G. Allen Since the turn of the century, a growing body of research has systemically examined the role of fun in the workplace. In general, the extant body of research has demonstrated that fun in the workplace has a beneficial impact for individuals and organizations, but some evidence has been mixed. To help advance research in this area, the aims of this paper are two-fold. The first aim is to review previous research on fun in the workplace and identify gaps in the literature to provide direction for future work. The second aim is to offer a theoretical framework that helps explain how individuals may interpret fun in the workplace and how it may be most beneficial. Drawing on the notion that fun in the workplace is in the eye of the beholder, our proposed framework provides a more nuanced understanding of the temporal processes and contextual factors that explain how individuals appraise and ultimately benefit from fun.
       
  • Presenteeism: A review and research directions
    • Abstract: Publication date: Available online 5 March 2018Source: Human Resource Management ReviewAuthor(s): Daniela Lohaus, Wolfgang Habermann Presenteeism, often defined as going to work ill, is a global phenomenon. In contrast to absenteeism, presenteeism has only recently gained attention as a major factor that affects organizational performance. This article shows that, to date, neither a uniform definition nor consistent measurement methods have been employed in the research on presenteeism. Although there have been several attempts at theory development, a comprehensive model that can explain why people choose presenteeism or absenteeism has yet to be established. Empirical studies have identified correlates of presenteeism, however, a clear distinction between causes and effects has yet to be made. Suggestions for future research cover the relevance, definition, and measurement of the phenomenon and offer a theory development framework that integrates Johns' (2010) prescriptions and refers to the decision-making process.
       
  • Employee recruitment and job search: Towards a multi-level integration
    • Abstract: Publication date: Available online 26 February 2018Source: Human Resource Management ReviewAuthor(s): Yalcin Acikgoz This study describes an attempt to develop an integrative model of job search and employee recruitment. Inevitably multi-level in nature, the model demonstrates the interplay between organizational-level factors and individual-level factors in influencing the outcomes of employee recruitment and job search activities. According to the model, influenced by job seeker and organizational characteristics, job search and recruitment activities jointly create job awareness, which is the first step in organizational attraction. Next, depending on the job seeker's current job situation, this attraction leads to job pursuit intention and behavior. The model also emphasizes the longitudinal nature of the process by which individuals gain employment. Finally, since each organization's applicant pool consists of job seekers with some common characteristics attracted to the same position, the model proposes that recruitment and job search can be examined by utilizing a multilevel framework.
       
  • Corporate implementation of socially controversial CSR initiatives:
           Implications for human resource management
    • Abstract: Publication date: Available online 13 February 2018Source: Human Resource Management ReviewAuthor(s): Megan R. Turner, Tristan McIntosh, Shane W. Reid, M. Ronald Buckley An organization's success in recruiting, selecting, and retaining employees can be attributed, in part, to reactions to a firm's CSR activities. Today, organizations appear to be more frequently pursuing CSR initiatives that are related to social issues. Unlike CSR initiatives which are unrelated to social issues, those that are attached to social causes are more likely to be perceived as controversial. Consequently, how individuals view such actions can impact their perceptions of the firm and may lead to changes in individual behavior. Grounding this work in social identity theory, we explore the effect controversial CSR actions can have on HRM functions. The goal of this effort is to explore and delineate how this shift in CSR may alter the nature of the CSR-HRM relationship and to examine the potential implications for HRM practice. Future directions for research and HRM practice are discussed.
       
  • Why firms adopt empowerment practices and how such practices affect firm
           performance' A transaction cost-exchange perspective
    • Abstract: Publication date: Available online 12 February 2018Source: Human Resource Management ReviewAuthor(s): Yishuai Yin, Yue Wang, Ying Lu Complementing the current management literature's focus on the value-creation side of empowerment practices, this paper offers a transaction cost-exchange perspective to explain why firms adopt empowerment practices and how such practices affect firm performance. Specifically, we theorize how performance ambiguity and human asset specificity, two major characteristics of employee-employer exchange, shape firms' decisions to adopt empowerment practices, both independently and interactively. Our model also develops a contingency perspective of how empowerment practices affect firm performance by delineating the moderating role of empowerment practices in the relationship between employee-employer exchange characteristics and firm performance.
       
  • The transnational family: A typology and implications for work-family
           balance
    • Abstract: Publication date: Available online 1 February 2018Source: Human Resource Management ReviewAuthor(s): Eunae Cho, Tammy D. Allen In a growing number of families, members are dispersed across country borders, but maintain close ties. Despite their growing prevalence, an overarching theoretical framework to explain this phenomenon is absent and little is known about work-family experiences in this type of family. With this in mind, we provide a typology that can be applied to the transnational family as a theoretical lens through which diverse forms of transnational families can be understood. Next, we provide a definition of work-family balance (WFB) that considers unique aspects of transnational families while also drawing upon previous definitions of WFB developed in the domestic work-family literature. Finally, we discuss how WFB may differ depending on the characteristics of transnational families. We conclude by discussing implications and suggestions for future research.
       
  • Hunting while working: An expanded model of employed job search
    • Abstract: Publication date: Available online 12 January 2018Source: Human Resource Management ReviewAuthor(s): Juanita Trusty, David G. Allen, Frances Fabian Major theoretical models of job search fail to consider the changing nature of careers, the influence of the internet as a job search tool, and the diverse objectives for employed job search. Consequently, the study of employed job search has been largely confined to turnover research. We add to existing theory by providing a typology of employed search objectives based on modifying employment conditions (separation-seeking, change-seeking, leverage-seeking), contagion (mimetic-seeking) and employability (knowledge-seeking, network-seeking) and offer propositions related to the antecedents and implications for each objective. This classification offers an alternative explanation for previous research findings, provides a framework for future study, and has practical implications for employee retention and recruitment.
       
 
 
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