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Human Resource Management Review
Journal Prestige (SJR): 1.675
Citation Impact (citeScore): 4
Number of Followers: 63  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1053-4822 - ISSN (Online) 1053-4822
Published by Elsevier Homepage  [3206 journals]
  • Work–life balance in Asia: A systematic review
    • Abstract: Publication date: Available online 13 May 2020Source: Human Resource Management ReviewAuthor(s): Huong Le, Alexander Newman, Jane Menzies, Connie Zheng, Jan Fermelis
       
  • Considering strengths use in organizations as a multilevel construct
    • Abstract: Publication date: Available online 4 May 2020Source: Human Resource Management ReviewAuthor(s): Marianne van Woerkom, Maria Christina Meyers, Arnold B. Bakker
       
  • Gender and leadership: A criterion-focused review and research agenda
    • Abstract: Publication date: Available online 8 April 2020Source: Human Resource Management ReviewAuthor(s): Winny Shen, Dana L. Joseph
       
  • Closing the gap between scholarly knowledge and practice: Guidelines for
           HRM action research
    • Abstract: Publication date: Available online 31 March 2020Source: Human Resource Management ReviewAuthor(s): Inge Bleijenbergh, Jorrit van Mierlo, Tanya Bondarouk
       
  • Welcome to the bright side: Why, how, and when overqualification enhances
           performance
    • Abstract: Publication date: June 2020Source: Human Resource Management Review, Volume 30, Issue 2Author(s): Hans van Dijk, Amanda Shantz, Kerstin Alfes
       
  • Changes in cognitive function: Practical and theoretical considerations
           for training the aging workforce
    • Abstract: Publication date: June 2020Source: Human Resource Management Review, Volume 30, Issue 2Author(s): Mary Anne Taylor, Jennifer Bailey Bisson
       
  • The influence of independent contractors on organizational effectiveness:
           A review
    • Abstract: Publication date: June 2020Source: Human Resource Management Review, Volume 30, Issue 2Author(s): Carol Flinchbaugh, Mortaza Zare, Clint Chadwick, Pingshu Li, Spenser Essman
       
  • Say on pay and executive compensation: A systematic review and suggestions
           for developing the field
    • Abstract: Publication date: June 2020Source: Human Resource Management Review, Volume 30, Issue 2Author(s): Gabriel Lozano-Reina, Gregorio Sánchez-Marín
       
  • The profile of the ‘Good Judge’ in HRM: A systematic review and agenda
           for future research
    • Abstract: Publication date: June 2020Source: Human Resource Management Review, Volume 30, Issue 2Author(s): François S. De Kock, Filip Lievens, Marise Ph. Born
       
  • Time is of the essence: Improving the conceptualization and measurement of
           time
    • Abstract: Publication date: Available online 17 March 2020Source: Human Resource Management ReviewAuthor(s): Herman Aguinis, Rene M. Bakker
       
  • Working in the digitized economy: HRM theory & practice
    • Abstract: Publication date: Available online 17 March 2020Source: Human Resource Management ReviewAuthor(s): Catherine E. Connelly, Christian Fieseler, Matej Černe, Steffen R. Giessner, Sut I Wong
       
  • Convergence divergence thesis through sectoral lens: A study of India and
           China
    • Abstract: Publication date: Available online 27 February 2020Source: Human Resource Management ReviewAuthor(s): Sushanta K. Mishra, Shrihari S. Sohani
       
  • Designing and implementing high-performance work systems: Insights from
           consulting practice for academic researchers
    • Abstract: Publication date: Available online 21 February 2020Source: Human Resource Management ReviewAuthor(s): Donald O. Jewell, Sandra F. Jewell, Bruce E. KaufmanAbstractThe central subject of the strategic HRM field is the relationship between HRM practices and firm performance and the focal construct is the high-performance work system (HPWS). The first two of the authors began their careers in the early 1970s as professors in a business school management department but decided in the late 1980s to leave academe and devote full time to their organizational design consulting practice. For over three decades they led large-scale HPWS design and implementation projects for several dozen companies in not only manufacturing plants but also banks, airlines, hospitals, and corporate headquarters. With the help of the third author, a comparison is made of the HPWS as discussed and conceptualized in the academic literature and the HPWS designed and implemented in practice. The academic version has little resemblance to the real-world version, pointing to a quite large research-practice gap that appears to widen over time. The remainder of the paper describes in more detail the socio-technical design principles used to construct an HPWS, the major challenges and pitfalls in successful implementation and sustainability, and a short case study of an actual HPWS project. If academics want to do useful, relevant research on HPWS, they need to engage with the real thing in the field.
       
  • Sustainable human resource management and the triple bottom line:
           Multi-stakeholder strategies, concepts, and engagement
    • Abstract: Publication date: Available online 7 February 2020Source: Human Resource Management ReviewAuthor(s): James W. Westerman, Madasu Bhaskara Rao, Sita Vanka, Manish GuptaAbstractAs firms make the necessary transition to more sustainable business practices, human resource management scholarship and practice finds itself at an inflection point. To what degree does our discipline engage in sustainability, and expand to a multi-stakeholder triple bottom line (TBL) orientation' In this overview article to the special issue, we bring together papers which embrace the challenge of creating a new, more sustainable human resource management model with a multi-stakeholder triple bottom line orientation, which emphasizes environmental and social performance in addition to economic outcomes. In this paper, we coalesce the contributions of the manuscripts into an integrative framework for sustainable HRM, and identify six areas in which future research efforts should be directed to substantively advance this important work.
       
  • Riding the tides of mergers and acquisitions by building a resilient
           
    • Abstract: Publication date: Available online 2 February 2020Source: Human Resource Management ReviewAuthor(s): Fang Lee Cooke, Geoffrey Wood, Meng Wang, Alice Shuaishuai LiAbstractMergers and acquisitions (M&As) have been a popular strategy for firms to increase their competitive advantage. Existing research has revealed a wide range of implications for the workforce and human resource management (HRM) stemming from M&As. However, insufficient attention has been paid to issues related to employee resilience. We argue that employee resilience, a concept that is still to gain widespread attention in HRM research, is crucial to organizations wishing to manage their M&As successfully, especially in the post-M&A integration. We develop a set of complementary propositions, present a research framework, and indicate directions for future studies.
       
  • HRM in the global information technology (IT) industry: Towards
           multivergent configurations in strategic business partnerships
    • Abstract: Publication date: Available online 14 January 2020Source: Human Resource Management ReviewAuthor(s): Ashish Malik, Vijay Pereira, Pawan BudhwarAbstractThis paper responds to calls for theory development in relation to processual and meso-level explanations of ‘crossvergence’ in strategic partnerships. It contributes by reviewing the extant literature on convergence-divergence-crossvergence theory in the context of the global information technology (IT) industry and argues for the presence of ‘multivergence’ or ‘multiple configurations of crossvergence’ in an industry sector that relies extensively on strategic business partnerships. We posit and argue that the relevance of multivergence extends beyond the global and offshore IT industry to include strategic partnerships in offshoring in services and manufacturing firms. Overall, this paper identifies the processes and meso-level factors that lead to multivergence in IHRM practices and presents future research directions and ideas on this topic.
       
  • Talent management and the HR function in cross-cultural mergers and
           acquisitions: The role and impact of bi-cultural identity
    • Abstract: Publication date: Available online 13 January 2020Source: Human Resource Management ReviewAuthor(s): Yipeng Liu, Demetris Vrontis, Max Visser, Peter Stokes, Simon Smith, Neil Moore, Alkis Thrassou, Ashok AshtaAbstractThis paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural merger and acquisitions (M&A). The intersection of HRM, bi-cultural talent management and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management and reveals the dominant macro-characterization of the extant HRM literature focussing on a more micro-orientated perspective. The paper develops a matrix by underlining spatial dimensions (spanning micro-aspects of the individual employee through to the macro-entity of firm and its location in the macro-national cultural context) and temporal dimensions (consisting of pre-merger, during merger and post-merger phases). This provides a template which examines the multi-level dynamics of bi-cultural talent management. The argument identifies ways in which extant cross-cultural lenses require deeper understanding of bi-cultural talent management in M&A settings. Future research directions and agendas are identified.
       
  • The impact of psychological ownership on employee retention in mergers and
           acquisitions
    • Abstract: Publication date: Available online 13 January 2020Source: Human Resource Management ReviewAuthor(s): William Y. Degbey, Peter Rodgers, Momo D. Kromah, Yaakov WeberAbstractResearch has demonstrated that turnover rates among employees and executives in the acquired firm are much higher during an M&A event. Recent empirical and review articles on M&A have also shown that employee retention/turnover can best be understood by looking at psychological attributes and perceptions of M&As, thus drawing significant attention to the psychological and ‘human’ side voids to theoretically exploit and enhance understanding of people-related problems in M&A endeavors. In this article, we develop a moderated mediation model and propose that acquired firm employees' psychological ownership is positively related to acquired firm employees' retention through the direct and mediating effects of employees' commitment and involvement in M&A. We also propose that the effect of acquired firm employees' psychological ownership on employees' commitment and involvement and, ultimately, acquired firm employees' retention is moderated by loss of acquired firm autonomy. We also discuss implications for theory and practice, as well as future research directions of such an employees' psychological ownership perspective on retention effects.
       
  • Human integration following M&A: Synthesizing different M&A research
           streams
    • Abstract: Publication date: Available online 11 January 2020Source: Human Resource Management ReviewAuthor(s): Mai Anh Dao, Florian BauerAbstractDespite the extensive amount of research on mergers and acquisitions (M&A), failure rates continue to be high. Increased attention has been attributed to human integration; however, as M&A are multifaceted complex phenomena, this paper presents a literature review on the strategic management school, the organizational behavior school, and the process school in order to provide an integrative perspective on post-merger integration. By exemplifying interrelationships in human resource management (HRM) in each school of thought, as well as in intricacies of human matters, we provide suggestions for research. First, human integration and its consequences for HRM need to be considered in a context-dependent manner. Second, human integration is not a static event, as employees evolve from the integration process, where changes need to be analyzed over time to develop an understanding for implications in HRM. Third, research needs to consider new methods or combinations of methods in order to overcome the de-naturalization of humans in M&A.
       
  • Towards an integration of employee voice and silence
    • Abstract: Publication date: March 2020Source: Human Resource Management Review, Volume 30, Issue 1Author(s): Eva Nechanska, Emma Hughes, Tony DundonAbstractThere 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.
       
  • Employee voice viewed through a cross-cultural lens
    • Abstract: Publication date: March 2020Source: Human Resource Management Review, Volume 30, Issue 1Author(s): Bora Kwon, Elaine FarndaleAbstractEmployee 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.
       
  • Toward an integration of research on employee voice
    • Abstract: Publication date: March 2020Source: Human Resource Management Review, Volume 30, Issue 1Author(s): Adrian Wilkinson, Michael Barry, Elizabeth Morrison
       
  • Voice in safety-oriented organizations: Examining the intersection of
           hierarchical and mindful social contexts
    • Abstract: Publication date: March 2020Source: Human Resource Management Review, Volume 30, Issue 1Author(s): Krista N. Engemann, Cliff W. ScottAbstractWorkplace 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.
       
  • People management after state socialism: A literature review and research
           agenda
    • Abstract: Publication date: Available online 13 December 2019Source: Human Resource Management ReviewAuthor(s): Giovanni Oscar Serafini, Geoffrey Wood, Leslie Thomas SzamosiAbstractThis paper reviews the existing evidence base on the practice of people management in the context of post-state socialist countries of Asia. The focus is on Asian successor states of the Soviet Union and those under direct Soviet domination. In an undeniably diverse region, in all the countries under review there appears to be a disarticulation between liberal market reforms, economic progress, the ability to attract FDI and the development and persistence of a formal employment base. Extended informal networks of support often play an important role, inter alia, in informing recruitment, although clan based networks appear as quite impermeable to outsiders. Regulatory coverage is uneven but in many instances job protection is high. Drawing on the available research base, this paper consolidates and extends the existing state of knowledge on people management within the institutional contexts examined and draws out the implications for theorising and practice. The study highlights how reforms in one area may lead to counter-movements in others, shoring up existing modes of people management. Again, whilst clans and middle classes both have channels for political advocacy, there are fewer opportunities for workers and their representatives; this means that there is little impetus for legislation to promote better practice, workplace inclusivity and equity.
       
  • Performance feedback interviews as affective events: An exploration of the
           impact of emotion regulation of negative performance feedback on
           supervisor–employee dyads
    • Abstract: Publication date: Available online 4 December 2019Source: Human Resource Management ReviewAuthor(s): Mahbubul Alam, Parbudyal SinghAbstractEmotion has been treated as merely an underlying and implicit phenomenon in organizational performance feedback scholarship and has yet to be examined in its own right. This paper conceptualizes negative performance feedback interviews as affective events that elicit negative emotions in both employees (as feedback receivers) and supervisors (as feedback givers). We argue that both employees and supervisors cope with these emotions, utilizing emotion regulation strategies, which differently impact employees' engagement in learning behaviour through psychological safety, and supervisors' satisfaction with giving negative performance feedback. Drawing on affective events theory (AET), appraisal theory of emotion, emotion regulation and performance feedback literature, we offer theoretical insights that may encourage empirical studies to explore the role emotion regulation plays in performance feedback interviews. Theoretical and human resource management implications are discussed.
       
  • Structural decisions about configuration, assignments, and geographical
           distribution in teams: Influences on team communications and trust
    • Abstract: Publication date: Available online 27 November 2019Source: Human Resource Management ReviewAuthor(s): Julia Eisenberg, Nancy DiTomasoAbstractManagers structure teams in a variety of ways, which are likely to influence the ability of team members to interact and collaborate. We explore the effects of managerial decisions about the structure of teams by configuration, assignment, and geography. In our conceptualization, we consider a team member's psychological distance as a mediator and the richness of social cues and psychological safety as moderators of the effects of the type of team structure on individual perceptions of the team process of communication and the emergent state of trust in other team members. We contribute to the literature by exploring the different underlying mechanisms through which the type of team structure affects a team member's psychological responses and interactions among team members. Noting that physical distance is difficult to change, we focus instead on perceived psychological distance, which offers a framework that facilitates both better understanding and a means to address collaborative challenges.
       
  • A process model of situational judgment test responding
    • Abstract: Publication date: Available online 20 November 2019Source: Human Resource Management ReviewAuthor(s): Michelle P. Martin-Raugh, Harrison J. KellAbstractBetter understanding respondents' cognitions as they respond to situational judgment test (SJT) items and isolating which elements of knowledge they measure may allow psychologists to develop more predictive SJT items with greater ease. Consequently, we present a theoretical framework outlining the thought processes individuals engage in as they respond to SJT items. We review interactionist theories explaining how these models have shaped the understanding of how personality traits affect behavior and discuss the recent scholarly debate regarding the role of the situation in SJTs. We then describe our proposed tripartite model of the psychological processes test takers may engage in as they respond to SJT items. Finally, we conclude by discussing directions for future research and potential avenues for expanding the proposed model.
       
  • The future of employee development
    • Abstract: Publication date: Available online 15 November 2019Source: Human Resource Management ReviewAuthor(s): Alison M. Dachner, Jill E. Ellingson, Raymond A. Noe, Brian M. SaxtonAbstractA series of trends shaping the current workplace has changed the nature of human capital development practice to be more employee-driven. However, existing development research does not fully account for this shift and the anticipated benefits of employee-driven development. In this review we reflect on the current state of the employee development literature and propose a new, broader conceptualization of employee development characterized by a partnership between the employer and employee. In doing so, we offer three recommendations for how research needs to evolve to align employee development scholarship with current practices: (1) incorporate proactivity in the definition of employee development, (2) update the context for learning, and, (3) think differently about how human capital is valued. We suggest ways in which theory can be extended for increasing our understanding of several commonly used employee-driven development methods. Finally, we provide future research questions and practical suggestions based on our new conceptualization of employee development.
       
  • Institutionalism and its effect on HRM in the ASEAN context: Challenges
           and opportunities for future research
    • Abstract: Publication date: Available online 7 November 2019Source: Human Resource Management ReviewAuthor(s): Hoa Do, Charmi Patel, Pawan Budhwar, Anastasia A. Katou, Bimal Arora, Manh DaoAbstractThe Association of Southeast Asian Nations (ASEAN) has emerged as a dynamically developing market with remarkable economic achievements. However, HRM research in this bloc seems to lag behind Western countries. We conduct a systematic literature review to examine the development of HRM in ASEAN in accordance with its historical and institutional attributes and conditions. To do so, our analysis is mainly rooted in the relevant literatures on the core themes that are searched from a variety of databases such as ProQuest, ESBCO, books and webpages of relevant journals. This analysis helps to identify institutional constraints that may influence HRM practices in ASEAN, and thus develop an ASEAN-based HRM framework, and accordingly propose important directions for future research in this promising and under-researched context. This integrative framework would lay the useful foundation for researchers to theorize and examine the determinants of HRM and their effects on organizational performance.
       
  • A framework for understanding the role of unlearning in onboarding
    • Abstract: Publication date: Available online 22 October 2019Source: Human Resource Management ReviewAuthor(s): Karen Becker, Adelle BishAbstractOnboarding provides an opportunity to realize a return on investment from hiring processes, and to ensure that new employees meet their full potential. Therefore, designing and managing effective onboarding is an important human resource management function. Discussion of onboarding emerged from the psychology literature and has focused heavily on socialization. In this paper, we offer a new framework of onboarding from a learning theory perspective. This framework contributes to the onboarding literature by identifying two additional and critical considerations. First, we demonstrate that learning theory provides a new lens through which to view onboarding, and we examine how the specific concept of unlearning could be applied in this context. In addition, we argue that it is critical to recognize the unique learning needs of specific talent segments to design appropriate onboarding. We conclude with key considerations for future research to enhance the onboarding experience for newcomers and optimize organizational outcomes.
       
  • Antecedents and outcomes of bifurcated compensation in family firms: A
           multilevel view
    • Abstract: Publication date: Available online 19 October 2019Source: Human Resource Management ReviewAuthor(s): Georges Samara, Dima Jamali, Maria Jose ParadaAbstractThrough a multilevel view, this article challenges the dominant assumption in the literature suggesting that family employees will receive more compensation than their non-family peers, which will violate the latter group justice perceptions and will lead them to lower their inputs to retrieve equity. We start by discussing how competing socioemotional priorities combine with the degree of collectivism at the societal level to affect which group will bifurcated compensation favor. We suggest that embeddedness in a collectivist culture will generate a strong desire and a moral obligation to cater to the financial well-being of family members, hence leading to bifurcated compensation favoring family employees. In individualist cultures, however, the family will accord high importance to achieving family prominence, which leads to bifurcated compensation favoring non-family employees. Moving forward, we discuss how nepotism types shape the effect of bifurcated compensation on the under-privileged group work inputs and how this relationship is moderated by the extent of power distance embedded in society. Theoretical and empirical implications are discussed at the end of the paper.
       
  • Out of India: Towards a conceptual framework on internationalization
           motives, parenting styles and human resource management practices among
           Indian MNE subsidiaries in Ireland
    • Abstract: Publication date: Available online 15 October 2019Source: Human Resource Management ReviewAuthor(s): Jenny Benoy, Michael J. MorleyAbstractThe significant growth of Asian multinational enterprises (MNEs) in western economies in recent years, in particular in smaller advanced economies such as Ireland, has led to calls for a deeper understanding of the drivers of location choice among these MNEs and for more compelling accounts of the parenting and management of the subsidiaries being established. In this conceptual contribution, we focus on the specific case of Indian MNEs with subsidiaries in Ireland. Assembling theoretical insights from the literature on parenting styles and headquarter-subsidiary interactions, coupled with practice-led observations garnered from Indian MNEs, we develop a conceptual framework elucidating key variations in headquarter-subsidiary relationships and the HR policy and practice mix. We reason that the preferred approach to corporate parenting, vested in adding value to the subsidiary, extracting value from it, or seeking a balance in the overall exchange, results in a range of interactions between headquarters and subsidiaries, encompassing integration, collaboration or local responsiveness. Furthermore, we postulate that the preferred headquarter-subsidiary interactions influence the subsequent HR recipes adopted in the subsidiary setting as it seeks to build its strategic position within the broader MNE network. In order to deepen lines of inquiry around these different interactions, we advance a series of propositions for testing.
       
  • To what extent is corporate social responsibility part of human resource
           management in the Chinese context' A review of literature and future
           research directions
    • Abstract: Publication date: Available online 25 September 2019Source: Human Resource Management ReviewAuthor(s): Mengtian Xiao, Fang Lee Cooke, Jiuping Xu, Huimin BianAbstractThere has been considerable research attention to corporate social responsibility (CSR) in relation to human resource management (HRM) in the Chinese context in the last decade. This systematic review of extant literature of CSR–HRM in the Chinese context is thus undertaken with the aim of identifying what we know, what the gaps are in this field of research, and what their relevance is to theory and practice. It reveals a number of limitations in the emerging body of CSR–HRM research in the Chinese context. We call for more context-driven and interdisciplinary and multi-level research oriented to organizational problem-solving, to make our CSR–HRM studies more legitimate and relevant for businesses and societies. We also call for a more in-depth and refined approach to research design, in order to better understand organizational CSR–HRM practices, workplace environments, and related outcomes. Research on CSR–HRM in Chinese firms also needs to be situated in the international context with broader implications, because Chinese firms do not operate in isolation. Rather, they are governed, directly and indirectly, by international institutions and seek to influence global governance at the same time, with HRM implications. Finally, research on CSR–HRM in the Chinese context needs to be framed in a broader framework and to assess real-life issues and impacts.
       
  • Making sense of different perspectives on career transitions: A review and
           agenda for future research
    • Abstract: Publication date: Available online 14 September 2019Source: Human Resource Management ReviewAuthor(s): Sherry E. Sullivan, Akram Al ArissAbstractAlthough scholars across numerous disciplines have studied specific types of career transitions, there has been no examination of the career transitions literature as a general phenomenon since Louis' seminal article was published four decades ago. Much has changed in the career landscape in the last forty years, including the number and types of career transitions being made by individuals. Using an inductive approach, the five major theoretical perspectives of career stage, decision-making, adjustment, relational, and identity emerged from our analysis of 242 publications. In this paper, we summarize research on each of these major perspectives on career transitions, recognizing emerging trends and research gaps. Based upon an analysis across these perspectives, we recommend seven major avenues for future research on career transitions.
       
  • Enhancing the role of human resource management in corporate
           sustainability and social responsibility: A multi-stakeholder,
           multidimensional approach to HRM
    • Abstract: Publication date: Available online 2 September 2019Source: Human Resource Management ReviewAuthor(s): Günter K. Stahl, Chris J. Brewster, David G. Collings, Aida HajroAbstractThis paper focuses on the increased pressure for corporations to engage in corporate sustainability (CS) and corporate social responsibility (CSR) in order to address the current crisis of confidence in business, align their activities with the needs and expectations of a broader set of stakeholders, and help tackle the world's grand challenges. We argue that human resource management (HRM) has a potentially vital role to play in contributing to a firm's CS/CSR efforts, but so far has failed to deliver. We explore the reasons for this failure and discuss ways for HRM to play a more prominent role in the design and implementation of a firm's CS/CSR strategy. Building on earlier attempts to integrate corporate responsibility and sustainability into the HRM performance construct, we propose a multidimensional, multi-stakeholder approach to sustainable HRM that encompasses activities aimed both at avoiding harmful consequences for stakeholders and contributing to positive outcomes along the triple bottom line (i.e., people, planet, and prosperity). We discuss implications for research and develop a set of propositions and guidelines for future research.
       
  • All internships are not created equal: Job design, satisfaction, and
           vocational development in paid and unpaid internships
    • Abstract: Publication date: Available online 29 August 2019Source: Human Resource Management ReviewAuthor(s): Sean Edmund Rogers, Carliss D. Miller, Carol Flinchbaugh, Mark Giddarie, Brian BarkerAbstractThis manuscript theorizes difference in the work structure of paid and unpaid internships and its influence on intern job satisfaction and vocational development. Specifically, we draw upon theories from human resource management and volunteerism to argue why unpaid internships might exhibit less job structure than paid internships, and how this possibly influences the experiences of interns. As internships continue to be performed by a mix of paid and unpaid workers and as the proportion of unpaid interns steadily increases, it becomes ever important to understand how mainstream workplace concepts such as job design apply to workers who do not receive monetary compensation for their labor. We offer several testable propositions concerning unpaid interns and discuss implications for theory and practice.
       
  • An analysis of employment relationships in Asia using psychological
           contract theory: A review and research agenda
    • Abstract: Publication date: Available online 23 August 2019Source: Human Resource Management ReviewAuthor(s): Smirti Kutaula, Alvina Gillani, Pawan S. BudhwarAbstractPsychological contract theory is increasingly gaining traction as a means of examining the linkages (black box) between Human Resource Management (HRM) and performance. This paper systematically reviews the existing psychological contract research conducted in Asia over the period from 1998-2019. It takes an important step towards building an understanding of psychological contract theory in Asia while also making a critical contribution to the broad domains of HRM and employment relationship. In our review of 96 articles, we consider the two dominant themes that capture the psychological contract evaluation and content in Asia and highlight the theoretical, methodological and contextual gaps in the literature. We also offer specific guidance in the form of potential future research directions and conclude by discussing theoretical and practical implications of the analysis.
       
  • Institutional logics and foreign national origin based inequality: The
           case of international migrant employees
    • Abstract: Publication date: Available online 21 August 2019Source: Human Resource Management ReviewAuthor(s): Grace Chun Guo, Luciana Turchick Hakak, Akram Al ArissAbstractAlthough international migrant employees have been recognized as an integral part of the global workforce contributing to the competitive advantages of the host countries and organizations, research has demonstrated that they face unequal treatment and remain a vulnerable group in the workplace due to their foreign national origin. In this paper, we focus on an understudied ascribed characteristic—foreign national origin and inequality associated with this characteristic toward international migrant employees. Drawing on theories of ascriptive inequality and the institutional logics perspective, we propose a multi-level theoretical model that illustrates how institutional logics at the macro-, meso-, and micro-level, allow inequality due to foreign national origin to be produced, increased, or mitigated. Our theoretical model also explicates the cross-level effects of institutional logics on inequality toward international migrant employees. Lastly, our theorization explores how inequality due to foreign national origin can be questioned and tackled. Implications for theory, practice, and policy are discussed.
       
  • An integrative literature review of employee engagement and innovative
           behavior: Revisiting the JD-R model
    • Abstract: Publication date: Available online 21 August 2019Source: Human Resource Management ReviewAuthor(s): Kibum Kwon, Taesung KimAbstractThe purpose of the current literature review is to (a) provide a comprehensive understanding of the relationship between employee engagement and innovative behavior through the lens of the JD-R model; (b) identify and revisit the guiding theories underpinning employee engagement studies; and (c) construct an integrated conceptual framework based on empirically validated factors and their relationships, along with relevant theories. An integrative literature review of 34 empirical studies indicates that employees perceive a mix of reasonably high demands and high resources to be ideal for their engagement, innovative behavior is a consequence of these delicate interactions, and engaged employees are more likely to behave innovatively by activating coping strategies to deal with challenges. Together, these findings suggest an integrated conceptual framework that refines the original JD-R model and that in doing so, better explicates the dynamics surrounding employee engagement and innovative behavior. Key implications for research and practice are provided.
       
  • Common Good HRM: A paradigm shift in Sustainable HRM'
    • Abstract: Publication date: Available online 19 August 2019Source: Human Resource Management ReviewAuthor(s): Ina Aust, Brian Matthews, Michael Muller-Camen
       
  • The neglected role of talent proactivity: Integrating proactive behavior
           into talent-management theorizing
    • Abstract: Publication date: Available online 6 August 2019Source: Human Resource Management ReviewAuthor(s): Maria Christina MeyersAbstractOrganizational talent management has been widely recognized as a key driver of firm performance. Existing theoretical and empirical work in the domain has drawn on Social Exchange Theory to suggest that talent management affects organizational performance by eliciting positive reactions such as high organizational commitment and work effort among the firm's most high performing and high potential employees (i.e., talented employees). While this work has produced valuable insights, it has largely neglected the active role talented employees may play in gaining access to and in capitalizing on talent-management practices. The present manuscript aims to close this gap by integrating the concept of proactive behavior into talent-management theorizing. To this end, the manuscript presents a new conceptual model incorporating three potential relationships between talent proactive behavior and talent management. This model points out relevant avenues for future research in the talent-management domain.
       
  • Supervisor-subordinate guanxi: A meta-analytic review and future research
           agenda
    • Abstract: Publication date: Available online 25 July 2019Source: Human Resource Management ReviewAuthor(s): Chao Miao, Shanshan Qian, George C. Banks, Anson SeersAbstractThe present research focuses on supervisor-subordinate guanxi (SSG) – a non-work or personal tie that reflects the relationship between a subordinate and their supervisor. Although SSG has received considerable attention, results are mixed. Further, how the Eastern conceptualization of SSG differs from the Western conceptualization of leader-member exchange (LMX) remains nebulous. We meta-analyzed 71 samples that contain 238 effect sizes. We found that: (1) SSG has a strong overlap with LMX (ρ̅̂ = 0.56); (2) SSG has small magnitude relations with its correlates (age, gender, education, and tenure); (3) SSG demonstrates smaller relative weights than LMX in predicting outcome variables (task performance, organizational citizenship behavior, job satisfaction, organizational commitment, turnover intention, subordinates' perceived distributive justice, subordinates' perceived procedural justice, and trust in supervisor); and (4) SSG contributes statistically significant, yet very small (ranging from 0.00 to 0.04), incremental validity above and beyond LMX in predicting all of the aforementioned outcome variables except for subordinates' perceived distributive justice. We conclude with a discussion of future directions for research on SSG.
       
  • Strategic agility and human resource management
    • Abstract: Publication date: Available online 24 July 2019Source: Human Resource Management ReviewAuthor(s): Mohammad F. Ahammad, Keith W. Glaister, Emanuel GomesAbstractThis paper serves as an introduction to this special issue on strategic agility and human resource management. The paper starts with a summary review of the current state of the strategic agility literature followed by introduction of the five articles in the special issue. The paper also highlights the implications of the findings for academics and practitioners.
       
  • Fostering strategic agility: How individual executives and human resource
           practices contribute
    • Abstract: Publication date: Available online 23 July 2019Source: Human Resource Management ReviewAuthor(s): Yves DozAbstractStrategic agility, as an observable organization performance outcome, results from the behaviors and skills of the organization's managers in taking and implementing strategic actions. So, the key to strategic agility is not just analytical strategy from superior minds or thoughtful and effective organizational design but the set of management practices, behaviors, skills, values and beliefs that animate the senior management of an organization in making and implementing strategic commitments. In particular, earlier research suggests that three vectors of forces enable strategic agility: strategic sensitivity, resource fluidity and collective commitment. Taking these as a basis, we identify specific individual behaviors, and analyze and review how skills, and practices driving these behaviors, and their supporting HR practices affect the strength of each vector, and of the forces that provide energy in fostering strategic agility. This provides a profile of skills and capabilities individuals need in order to best contribute to the strategic agility of their organization and of HR practices to put in place.
       
  • Do high performance work systems generate negative effects' How and
           when'
    • Abstract: Publication date: Available online 12 July 2019Source: Human Resource Management ReviewAuthor(s): Jian Han, Sun Jian-Min (James), Hong-Lei WangAbstractA high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes.
       
  • HR policy attribution: Implications for work-family person-environment fit
    • Abstract: Publication date: Available online 12 July 2019Source: Human Resource Management ReviewAuthor(s): Matthew M. Piszczek, Peter BergAbstractThe person-environment fit framework has been increasingly used as a theoretical foundation for work-family research. As this use has grown, several gaps and opportunities regarding its application to this literature have emerged. The present paper draws on attribution theory to build a conceptual model that explains the cognitive processes through which work-family human resource practices are linked to person-environment work-family fit perceptions. We distinguish between employee attributions of work-family practices to an environmental source and attributions about that source's intent in adopting the practice. We argue that these attributions play a critical part in determining the supplies available to an employee to segment or integrate work and family domains. We further link these attributions to attitudes and behaviors targeted at specific environmental levels (i.e., the organization and supervisor) through work-family fit mechanisms. Finally, we explain how our model helps to explain inconsistent research findings and can inform future research drawing on work-family fit frameworks.
       
  • Entrepreneurial team and strategic agility: A conceptual framework and
           research agenda
    • Abstract: Publication date: Available online 23 June 2019Source: Human Resource Management ReviewAuthor(s): Yijun Xing, Yipeng Liu, Dev K. Boojihawon, Shlomo TarbaAbstractTo be agile, responsive and innovative seems to have become prerequisites for long-term growth and success for any organizations operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. This paper argues that such prerequisites, in turn, are dependent on the organization's abilities to harness team-level entrepreneurial behaviours, talents and activities as drivers of continuous strategic agility and innovation through an effectively managed HRM process. It illustrates this argument by conducting a synthesized review of the literature streams of entrepreneurial team and strategic agility and developing a conceptual framework that links them together. Rooted in the micro-foundational perspective, this review examines the relationship between key conceptual dimensions of entrepreneurial team and strategic agility, and explores the connections between these two literature streams. Our findings suggest the potential value from a cross-fertilization approach, and points out the future research directions through which these literature streams might be advanced collectively and effectively. Our research sheds some important light on the relationship between strategic agility and HRM through the lens of managing effective entrepreneurial teams in differing contexts.
       
  • Global post-merger agility, transactive memory systems and human resource
           management practices
    • Abstract: Publication date: Available online 20 June 2019Source: Human Resource Management ReviewAuthor(s): Zaheer Khan, Vivek Soundararajan, Amir ShohamAbstractIn this article, a conceptual model is developed in the context of global mergers and acquisitions (M&As). The model integrates ability, motivation and opportunity (AMO)-enhancing human resource management (HRM) practices framework and transactive memory system (TMS). To date, AMO-enhancing HRM practices and TMS have not been brought together in a global context; in particular, their influence on post-merger agility (PMA) is neither well-known nor theorized in the extant literature on M&As. In this article, we theorize TMS as key mediator between AMO-enhancing HRM practices and PMA in the context of global M&As. In doing so, we bring AMO-enhancing HRM practices and TMS together and explicate their impact on PMA in the global M&As context.
       
  • Strategic agility through improvisational capabilities: Implications for a
           paradox-sensitive HRM
    • Abstract: Publication date: Available online 17 June 2019Source: Human Resource Management ReviewAuthor(s): Miguel Pina e Cunha, Emanuel Gomes, Kamel Mellahi, Anne S. Miner, Arménio RegoAbstractOrganizations, especially, multinationals, inevitably confront contradictory challenges. One crucial challenge is the value of strategic consistency versus the value of rapid change related to unexpected problems, opportunities and fast moving trends. Accentuating the previously planned strategy can reduce temporal responsiveness; accentuating the immediate problems/opportunities can harm overall consistency. Strategic agility offers a potential path to resolve this paradoxical situation. In this article we advance a vision in which firms nourish improvisational capabilities in order to enhance strategic agility. We develop six HRM domains of action that can enhance effective improvisation and can inform the practice of a paradox-informed HRM. We discuss their implications for HRM-based strategic agility, paradoxical HR, and improvisation.
       
  • New investor categories, agility and HRM: The case of Sovereign Wealth
           Funds
    • Abstract: Publication date: Available online 15 June 2019Source: Human Resource Management ReviewAuthor(s): Douglas Cumming, Igor Filatotchev, Juliane Reinecke, Geoffrey WoodAbstractThis article reviews the existing literature on SWFs and the firm, focusing particular attention on the implications of the rise of SWFs strategic agility and HRM. This paper outlines three main channels through which sovereign wealth fund (SWF) investment has implications for employees. First, SWFs influence macroeconomic environments, and hence affect labor conditions. Second, institutional conditions in different countries shape the behavior of SWFs around the world, which in turn has implications for HR strategy and practice. Third, SWFs can have a direct effect on the corporate governance and hence HR strategies and employees of organizations in which they invest. We review and discuss these three channels and outline avenues for future research.
       
 
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