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Human Resource Management Review
Journal Prestige (SJR): 1.675
Citation Impact (citeScore): 4
Number of Followers: 57  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1053-4822
Published by Elsevier Homepage  [3183 journals]
  • 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 Wang A 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 Berg The 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 Tarba To 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.
       
  • A critical review of algorithms in HRM: Definition, theory, and practice
    • Abstract: Publication date: Available online 21 June 2019Source: Human Resource Management ReviewAuthor(s): Maggie M. Cheng, Rick D. Hackett The recent surge of interest concerning data analytics in both business and academia has been accompanied by significant advances in the commercialization of HRM (Human Resource Management)-related algorithmic applications. Our review of the literature uncovered 22 high quality academic papers and 122 practitioner-oriented items (e.g., popular press and trade journals). As part of our review, we draw several distinctions between the typical use of HRM algorithms and more traditional statistical applications. We find that while HRM algorithmic applications tend not to be especially theory-driven, the “black box” label often invoked by critics of these efforts is not entirely appropriate. Instead, HRM-related algorithms are best characterized as heuristics. In considering the implications of our findings, we note that there is already evidence of a research-practitioner divide; relative to scholarly efforts, practitioner interest in HRM algorithms has grown exponentially in recent years.
       
  • 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 Shoham In 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 Rego Organizations, 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 Wood This 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.
       
  • Work design in a digitized gig economy
    • Abstract: Publication date: Available online 10 June 2019Source: Human Resource Management ReviewAuthor(s): Amber N. Schroeder, Traci M. Bricka, Julia H. Whitaker
       
  • HRM institutional entrepreneurship for sustainable business organizations
    • Abstract: Publication date: Available online 7 June 2019Source: Human Resource Management ReviewAuthor(s): Shuang Ren, Susan E. Jackson As businesses experience greater pressures from a variety of stakeholders concerned with promoting a balanced approach to managing the competing demands for increased profitability, improved social conditions, and restoring the health of planet earth, new opportunities arise for HRM scholars and professionals to contribute to the pursuit of sustainability. However, the foundational logic of sustainability diverges significantly from the dominant perspective in today's business environment. Building upon the institutional theory literature, we introduce the concept of HRM institutional entrepreneurship to examine the paradoxes and emerging opportunities associated with the urgent need for more sustainable approaches for managing business organizations. As a guide to future work, we describe how the actions of HRM scholars and professionals can stimulate evolution from an HRM philosophy that relies on financial indicators to assess effectiveness towards an HRM philosophy that promotes a tripartite approach to sustainability, showing equal concern for economic, environmental and social performance. Focusing on organizational changes that improve environmental performance, we apply the concept of HRM institutional entrepreneurship to consider ways for HRM professionals to engage internal and external stakeholders in order to create value in organizations pursuing sustainability. Ultimately, activities that constitute HRM institutional entrepreneurship for sustainable business drive the development of capabilities that characterize ambidextrous organizations.
       
  • Institutional theory and HRM: A new look
    • Abstract: Publication date: September 2019Source: Human Resource Management Review, Volume 29, Issue 3Author(s): Alexander C. Lewis, Robert L. Cardy, Lulu S.R. Huang The context of HRM is important but undertheorized (Paauwe, 2009) and subsequently underresearched (Jackson, Schuler, & Jiang, 2014). We offer two recent perspectives of institutional theory—institutional logics and institutional work—as theoretical lenses through which scholars can explore the influence of institutional context on HRM and more intriguingly the influence of HRM professionals on their institutional contexts. Though others have introduced institutional theory to HRM scholarship (e.g. Paauwe & Boselie, 2003), we bring a conceptualization of institutional theory that reflects its advances over the last fifteen years, advances highly relevant to HRM scholars. While previous conceptualizations of institutional theory focus on the direct constraint of institutions on HRM, institutional logics emphasizes complexity, multilevel dynamics, and agency. Similarly, institutional work addresses agency at the day-to-day level, exploring how actors create, maintain, and disrupt the institutional contexts in which they are embedded. Directions for HRM research are discussed.
       
  • Sustainabilty and ideology-infused psychological contracts: An
           organizational- and employee-level perspective
    • Abstract: Publication date: Available online 1 June 2019Source: Human Resource Management ReviewAuthor(s): Heather Dixon-Fowler, Anne O'Leary-Kelly, Jonathan Johnson, Megan Waite In this paper we explore sustainability-based ideology-infused psychological contracts (IPCs) from both organizational and individual-level perspectives. Better knowledge about how and when IPCs operate and the role of the organization's human resource management in that process is beneficial to firms that wish to capitalize on the positive outcomes resulting from IPCs while avoiding the creation of ideological obligations that they are unable or unwilling to meet (Rousseau & McLean Parks, 1993; Thompson & Bunderson, 2003). Organizations may show they care, through sustainable HRM strategies, and encourage ideological currency exchange in order to recruit and retain quality employees, increase organizational commitment, increase citizenship behaviors, strengthen identity, increase job satisfaction, and maintain a positive public perception and reputation. On the other hand, if an organization fails to fulfill an IPC it may lead to negative behaviors and consequences. We extended our arguments beyond the individual-level focus common to psychological contract theory, to include firm-level context. In doing so, we explain how an organization's efforts towards being more sustainable can connect employees to the organization through their IPCs, and moreover, through their IPCs, employees can connect to corporate goals. Finally, we advance current theory by exploring the underlying motivations that drive organizations and individuals to develop IPCs.
       
  • Changes in cognitive function: Practical and theoretical considerations
           for training the aging workforce
    • Abstract: Publication date: Available online 7 March 2019Source: Human Resource Management ReviewAuthor(s): Mary Anne Taylor, Jennifer Bailey Bisson Forecasts of the labor force supply over the next 20 years reveals a demographic bubble of older retirees that is not offset by the percentage of qualified incoming younger workers (Bureau of Labor Statistics U.S. Department of Labor, 2014). Understanding how training may be used to retain older employees can lead to a competitive edge for firms, given the upcoming need for skilled workers. Training also carries benefits for late career workers or job seekers as a means to increase their existing skills or as a gateway to more lucrative jobs. We review shifts in major cognitive skills and information-processing skills over time and make suggestions for enhancing the training environment for older learners based on that information. We also suggest research needs targeting late-career trainees. These practical recommendations for trainers and program designers, and suggestions for future research may lead to more age-inclusive and comprehensive theories of training-based learning.
       
  • Sustainable HRM strategies and employment relationships as drivers of the
           triple bottom line
    • Abstract: Publication date: Available online 20 May 2019Source: Human Resource Management ReviewAuthor(s): Alvaro Lopez-Cabrales, Ramon Valle-Cabrera This paper aims to develop a conceptual framework capable of analysing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, we identify different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies. We propose different sustainable employment relationships considering two dimensions: inducements offered by an organisation and expected employee behaviours in order to comply with sustainable HRM strategies. All the above also necessitates a system of HRM practices (content of the employment relationship) that should be well defined and oriented towards sustainability. Accordingly, we suggest associations of specific systems of HRM practices, depending on the type of employment relationship and sustainable HRM strategy, in order to promote the expected ‘Triple Bottom Line’, and which also improve firm competitiveness.
       
  • 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.
       
  • 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
       
  • 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.
       
  • 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.
       
 
 
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