JournalTOCs

German Journal of Human Resource Management
Journal Prestige (SJR): 0.15

Number of Followers: 4

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 2397-0022 - ISSN (Online) 2397-0030
Published by Sage Publications

[1174 journals]

Special Issue: Achieving Sustainable Development Goals through a
Common-Good HRM: Context, approach and practice
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  Pages: 197 - 201
  Abstract: German Journal of Human Resource Management, Volume 36, Issue 2, Page 197-201, May 2022.
  
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-28T07:15:02Z
  DOI: 10.1177/23970022221089117
  Issue No: Vol. 36, No. 2 (2022)
Working from home: Findings and prospects for further research
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  Authors: Stephan Kaiser, Stefan Suess, Rachel Cohen, Elisabeth Naima Mikkelsen, Anne Reff Pedersen
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Working from home has not only attracted attention during the Covid-19 pandemic but has been researched for a long time in connection with topics such as the flexibilization of work, digitalisation and changing values. Central issues around the organisational and societal phenomenon of working from home are linked to the resources and strains of employees. This has direct consequences for the leadership and management of human resources. In this article, we review the results of research contributions available in this issue and at the same time show that working from home raises even broader questions, for example about the emergence of new hybrid forms of organisation and employment or social justice or new infrastructures for living and working.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-06-20T10:36:56Z
  DOI: 10.1177/23970022221106973
The bias blind spot among HR employees in hiring decisions
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  Authors: Oliver Thomas, Olivier Reimann
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Research on human resources (HR) indicates that many biases (e.g., halo effect, confirmation bias, stereotyping bias) affect decisions taken by HR employees. However, it remains unclear whether HR employees are aware of their susceptibility to bias. To improve understanding, this study examines the “bias blind spot” phenomenon, the tendency of individuals to believe they are less likely to be biased than their peers. This quantitative survey among 234 HR employees in Switzerland measured the bias blind spot on seven interview biases in recruitment decision-making. The study shows that participants rated the average HR colleague as more susceptible to bias than themselves. Furthermore, male HR employees partly showed a greater bias blind spot than female HR employees. These findings contribute to behavioral research in HR and offer practical insights.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-05-11T05:46:28Z
  DOI: 10.1177/23970022221094523
Remote work video meetings: Workers’ emotional exhaustion and
practices for greater well-being
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  Authors: Betty J Johnson, J Beth Mabry
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Meeting science literature provides a foundation for understanding workplace meetings as a source of stress. However, a new form of worker stress, “Zoom fatigue,” quickly emerged during the COVID-19 pandemic when organizations rapidly adopted video meetings for remote work-from-home. We sought to understand workers’ perceptions about video meeting experiences and how they relate to their sense of emotional exhaustion. Additionally, we were curious about what workers might see as ways to make video meetings less tiring and more beneficial. These insights could inform practical solutions for leaders and organizations to reduce the stress and resulting emotional fatigue related to video meetings. This mixed-methods study, based on survey data collected in August 2020 from 345 workers at a cross-section of U.S.-headquartered organizations, provides evidence of worker experiences related to video meeting stress. The quantitative and qualitative results show that workers feel psychologically depleted by video meeting load, an excess of load needed to do their job, video meetings that are not beneficial to them, video meetings that conflict with the time and energy needed to perform their other job responsibilities and fulfill their home responsibilities, and the perceived necessity to surface act. The data show these factors relate to diminished well-being in the form of emotional exhaustion. Participants’ qualitative responses corroborate the results and suggest supportive practices related to planning and inclusion and supportive interaction that can ease video meeting exhaustion.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-05-01T02:02:40Z
  DOI: 10.1177/23970022221094532
Leadership competencies for digital transformation: An exploratory content
analysis of job advertisements
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  Authors: Katharina Gilli , Michael Nippa, Michael Knappstein
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Harnessing the opportunities of emerging information technologies is one of the great challenges companies are facing today. To successfully master digital transformation, organizations need leaders who can grasp the opportunities of digitalization for their business and transform them into new business models. Aiming at providing empirical evidence regarding competencies sought by practitioners for managing digital transformation, we analyze 239 job advertisements targeting digital transformation experts and examine the skills and traits explicitly called for. Our results reveal that technical skills and in-depth expertise in information technologies play only a secondary role in job requirement profiles. Like in earlier strategic change processes, digital transformation experts should primarily possess collaboration, strategic thinking, leadership, customer orientation, and communication skills. Moreover, in contrast to purely conceptual studies limited to skills and abilities, our analyses emphasize the importance of specific personality traits, such as proactivity and creativity, since these are often explicitly mentioned in corresponding job advertisements.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-04-27T12:32:20Z
  DOI: 10.1177/23970022221087252
When the exception becomes the norm: A quantitative analysis of the dark
side of work from home
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  Authors: Cara Kossen, Alexandra M van der Berg
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Although many scholars and practitioners have shown that work from home (WFH) leads to positive organizational outcomes, the COVID-19 outbreak’s consequences suggest important downsides associated with an increased extent of WFH. Utilizing theories of social identity and need to belong, this study aims to investigate the potential dark sides of an increased extent of WFH. In a moderated mediation model, we test how an increased extent of WFH affects feelings of isolation and further influences the employees’ organizational identification. Our study is based on data from an online survey of 382 employees in Germany. Results suggest that a higher extent of WFH during the COVID-19 lockdown leads to more social isolation and less organizational identification. Besides, our results show that task interdependence significantly moderates the correlation between an increased extent of WFH and social isolation. In such manner, our study contributes to the literature on potential counterproductive organizational effects caused by an increased necessity of WFH. Organizations must develop countermeasures to better integrate employees who WFH more intensely into organizational routines to decrease their feelings of social isolation and increase their organizational identification.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-25T04:49:28Z
  DOI: 10.1177/23970022221083695
Forced to go virtual. Working-from-home arrangements and their effect on
team communication during COVID-19 lockdown
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  Authors: Marcel Maurer, Norbert Bach, Simon Oertel
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Working-from-home arrangements have become increasingly important for firms’ work organization. In this context, the COVID-19 pandemic has led to teams that previously did not work virtually being forced to interact and communicate virtually. In this study, we analyze changes in intra-team communication of four teams in a German medium-sized enterprise. Quantitative network analyses of email communication and qualitative analyses of interviews before and during the COVID-19 lockdown in spring 2020 show that flat hierarchies and self-managing processes helped team members to mitigate negative effects due to spatial and temporal dispersion in forced working-from-home arrangements. Moreover, analysis of the teams’ communication networks shows that forced remote work can trigger faultlines to become salient but that team cohesion, identification with the team, and individuals taking on broker roles prevent negative effects of faultlines on team performance. In discussing these findings, our study contributes to the research on coordination and communication in virtual teams by analyzing contextual, organizational, team-related as well as individual factors that explain how and why teams differ in successfully implementing working-from-home arrangements.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-24T01:51:31Z
  DOI: 10.1177/23970022221083698
The joint role of HRM and leadership for teleworker well-being: An
analysis during the COVID-19 pandemic
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  Authors: Niklas Günther, Sven Hauff, Philip Gubernator
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  The sudden and extensive implementation of teleworking in the beginning of the COVID-19 pandemic has threatened employees’ well-being. Based on the challenges that particularly threatened such well-being in the beginning of the pandemic, we identify sets of telework-specific HRM practices and leadership behaviors, and examine their joint relationships with teleworkers’ happiness well-being in terms of work engagement and job satisfaction. Thus, we also consider the mediating roles of social isolation (as an indicator of social well-being) and psychological strain (as an indicator of health well-being). We also expect that HRM and leadership should interact and reinforce each other. Our analyses are based on data from German teleworkers at two consecutive points in time. Our findings reveal differentiated and complementary effects of telework-oriented HRM and leadership. In particular, we identified the provision of health care to contribute most to telework-oriented HRM’s relationship with social isolation and happiness well-being. Telework-oriented leadership mainly affected teleworkers’ happiness well-being via strain by ensuring communication and information exchanges between teleworkers.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-24T01:49:11Z
  DOI: 10.1177/23970022221083694
Boundary management and recovery when working from home: The moderating
roles of segmentation preference and availability demands
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  Authors: Verena C Haun, Chiara Remmel, Sascha Haun
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  Blurred work–home boundaries can hamper teleworkers’ recovery from job demands. In this study, we investigate teleworkers’ temporal, physical, communicative, and technological boundary tactics as predictors of recovery experiences (i.e. psychological detachment and control during leisure time) and recovery outcomes (i.e. exhaustion). We hypothesized that individuals’ work–home segmentation preference as a personal factor and availability demands as a situational factor should moderate the relations between boundary tactics and recovery. Using a web-based survey, we collected data from 274 individuals who mainly worked from home in a lockdown period during the COVID-19 pandemic. Results of hierarchical regression analyses revealed that the use of temporal boundary tactics was positively associated with psychological detachment, control, and lower exhaustion. The use of technological boundary tactics was related to higher psychological detachment. Our moderator hypotheses were partly confirmed: Segmentation preference and availability demands strengthened the relationships between several boundary tactics and psychological detachment, control, and exhaustion. In sum, our study contributes to a better understanding of teleworkers’ recovery processes and provides actionable knowledge for teleworkers on how to enable and sustain their recovery.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-24T01:44:23Z
  DOI: 10.1177/23970022221079048
Uncovering the complexities of remote leadership and the usage of digital
tools during the COVID-19 pandemic: A qualitative diary study
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  Authors: Eva-Helen Krehl, Marion Büttgen
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  The COVID-19 pandemic has fundamentally changed the way people work and live. More people than ever work from home. Due to the sudden changes, leaders are faced with various challenges, such as the fear of loss of control or keeping their teams motivated. In this study, we explore the daily experiences of leaders aiming to work effectively while using digital tools and working remotely during the COVID-19 pandemic. The overarching purpose of our study is to gain a better understanding about how leaders navigate the complexities of crisis-induced remote leadership by the use of digital tools by addressing the following questions: (1) Which practices do leaders use to deal with the complexities of day-to-day remote leadership during the COVID-19 pandemic' (2) How do different digital tools fit the diverse leadership practices' (3) What drives and inhibits leaders’ effectiveness in dealing with the complexities of remote leadership during the COVID-19 pandemic' To explore these research questions, we draw on longitudinal data from 155 qualitative diaries written by 31 leaders over a five-work-day period. We identify four categories of leadership practices, namely (1) solve problems collaboratively and monitor team progress, (2) create space for socialising and teambuilding, (3) make the team feel supported and encourage feedback and (4) communicate to build a virtual culture of trust. Our findings reveal that leaders demonstrate a broad repertoire of leadership practices, whereby relation orientation is more pronounced than task orientation. Moreover, leaders tend to focus on operational and team-oriented leadership practices, and they encounter the challenge of choosing the right digital tool to match their message. Our study’s results show that they use a variety of digital tools, but video conferences seem especially suitable for supporting remote leadership practices. However, several factors have impacts on remote leadership effectiveness, which we consider in the managerial implications.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-03-22T10:47:58Z
  DOI: 10.1177/23970022221083697
How do employees cope with mandatory working from home during
COVID-19'
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  Authors: Andreea Dicu, Irma Rybnikova, Thomas Steger
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  How do employees who are coerced to work from home during COVID-19 cope with this unprecedented situation' Drawing upon the job-demands-resources (JD-R) model and upon the literature on coping, we analyse empirical qualitative material which stems from two-stage interviews with and online diaries prepared by 15 white-collar employees in Romania. We identify four initial coping types in relation to mandatory working from home: ‘explorers’, ‘statics’, ‘chaotics’ and ‘irremediables’. In the follow-up stage of the field work, the ‘chaotic’ type of coping disappears. These findings in relation to the unique pandemic situation represent a significant contribution to the literature on working from home as well as on coping with stress.
  Citation: German Journal of Human Resource Management
  PubDate: 2022-02-16T10:35:54Z
  DOI: 10.1177/23970022221079049
Feeling like a million miles away from home' Well-being at work of
expatriates in the resources sector in Indonesia
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  Authors: Harum Apriyanti, Kate Hutchings, Ruth McPhail
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  As the world of business becomes increasingly globalised, there is greater mobility of workers internationally. Prior research has found expatriates (and their families) experience work and cultural stressors when living and working in host countries, and the stressors may be greater when working in remote locations. This research explores perceptions of well-being a of expatriates at work in the resources sector, including how social capital impacts on the well-being of expatriates. The research was undertaken in Indonesia and involved semi-structured in-depth interviews with 43 resources sector expatriates, 8 spouses and 7 human resource managers who provided their perceptions of the well-being of expatriates at work. The findings highlight nine aspects of well-being at work for expatriates in the resources sector in Indonesia, including: social aspect, safety/security, benefits and disadvantages, work aspects, job and other attitudes, eudaimonic aspect, work-life balance, affect and external influences. The findings particularly emphasise the importance of safety, work life balances and external (organisational) influences. The research contributes to expatriate, well-being and social capital literature by providing an understanding of well-being at work for expatriates working in non-standard (often remote) workplaces in the resources sector. While the research was undertaken in Indonesia and includes context-specific examples from this developing country, the conceptualisation of well-being at work has broader application for employees working in non-standard workplaces across many sectors and contexts.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-12-13T10:22:08Z
  DOI: 10.1177/23970022211063755
Accentuating dirty work: Coping with psychological taint in elite
management consulting
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  Authors: Onno Bouwmeester, Barbara Versteeg, Koen van Bommel, Andrew Sturdy
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  In this study, we develop the concept of dirty work by identifying new ways in which it is coped with. Traditionally, studies of dirty work have focused on how physical, social, or moral dirtiness is downplayed or normalized by workers in often physically tough “manual” occupations. We consider psychological dirtiness in work that is “knowledge intensive” and where high occupational status shields the need to protect oneself from stigma associated with dirty work. Based on interviews with management consultants working in stressful jobs in elite professional service firms, we complement the emerging literature on coping with the experience of dirty work by identifying three self-tainting tactics that consultants draw on to accentuate, rather than normalize dirty work: explication, stressing ambiguity, and humor. The motives behind these taint accentuation tactics varied from criticizing the working conditions in the sector, to the opposite, stressing one’s abilities and commitment to potential clients and managers. Where dirty aspects of work have been more psychological, accentuation was used for impression management and as a form of critique. We conclude with a discussion of the wider implications for research and practice, especially in terms of how coping with dirty work is shaped by occupational context, the kind of dirtiness (physical or psychological, social or moral), and the interests of occupational audiences.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-11-05T11:36:33Z
  DOI: 10.1177/23970022211055480
Determinants of role-incongruent knowledge transfer behavior of
apprentices and trainers in the context of the German apprenticeship
system
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  Authors: Xenia Schmidt, Katrin Muehlfeld, Alexander Peter
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  What motivates individuals to engage in role-incongruent knowledge transfer' Drawing on role congruity theory, we characterize role-incongruent (“reverse”) knowledge transfer as being based on an incongruity of the functional and social roles of the actors. Further integrating status characteristics theory and relational demography, we propose affect- and cognition-based trust as well as age as determinants of individuals’ engaging in such reverse knowledge transfer. In so doing, we distinguish between the social roles of trainers and apprentices, as these social roles carry implications for which behaviors are regarded as role-congruent or -incongruent. We test the resulting conceptual framework based on individual-level data from 442 participants (338 apprentices and 104 trainers) in multiple organizations within the context of vocational education training. The results largely support our hypotheses: For trainers, affect-based trust in apprentices and own age are positively associated with role-incongruent knowledge seeking, and the latter relationship is positively moderated by apprentice age. For apprentices, affect- and cognition-based trust are positively related to their role-incongruent knowledge sharing, but age has no significant effect. Finally, supplementary analyses document that the antecedents of reverse knowledge transfer differ from those factors that are significantly related to role-congruent knowledge exchange.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-07-02T09:00:45Z
  DOI: 10.1177/23970022211029291
New insights into self-initiated work design: the role of job crafting,
self-undermining and five types of job satisfaction for employee’s
health and work ability
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  Authors: Antonia-Sophie Döbler, André Emmermacher, Stefanie Richter-Killenberg, Joshua Nowak, Jürgen Wegge
  First page: 113
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  The present study provides evidence for the important role of job crafting and self-undermining behaviors at work, two new concepts that were recently integrated into the well-known job demands-resources (JD-R) theory (Bakker and Demerouti, 2017). We investigate how these behaviors are associated with work engagement, emotional exhaustion, and work ability as a long-term indicator of employee’s well-being. Furthermore, we examine the moderating role of personal resources in the stress-strain process by comparing groups of employees representing the five types of job satisfaction defined by Bruggemann (1974). Data was collected in a cross-sectional study within a German DAX company’s manufacturing plant from 1145 blue- and white-collar workers. Results of structural equation modeling provided, as expected, support for an indirect effect of job demands and job resources on emotional exhaustion and work engagement through job crafting and self-undermining. Work ability, on the other hand, was mainly affected by emotional exhaustion, but not by work engagement. Most important, we found significant differences between path coefficients across the five types of job satisfaction indicating that these types represent important constellations of personal resources and job demands that should be considered both for analyzing stress at work and for offering tailored stress interventions in organizations.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-07-15T09:42:45Z
  DOI: 10.1177/23970022211029023
New avenues for HRM roles: A systematic literature review on HRM in hybrid
organizations
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  Authors: Anja Belte
  First page: 148
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  In recent decades, the emergence of hybrid organizational forms has placed new demands on the role of human resource management (HRM) contributing to organizational goals. Moreover, research emphasizes that the increasing hybridity of contexts, stakeholder requirements, and goals lead to organizational tensions that, if not properly addressed, can lead to organizational downfall. However, although organization and management research recognize the importance of elaborating HRM roles for hybrid contexts, drawing upon findings from the hybrid literature has been widely neglected. Thus, by mapping the research landscape regarding hybridity, this article provides insight into the configuration of organizational HRM roles and functions that contribute to the development of hybrid goals and are associated to the management of tensions. Significantly, this article introduces three specific HRM roles—hybrid strategist, capability adapter, and identification generator—as essential HRM roles for hybrid contexts.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-10-11T08:15:06Z
  DOI: 10.1177/23970022211049533
How and when does follower strengths-based leadership contribute to
follower work engagement' The roles of strengths use and core
self-evaluation
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  Authors: He Ding, Enhai Yu
  First page: 180
  Abstract: German Journal of Human Resource Management, Ahead of Print.
  The present study aimed to investigate the relationship of follower’s strengths-based leadership (FSBL) with follower work engagement. Additionally, this study also examined the mediational effect of employee strengths use and the moderating effect of core self-evaluation (CSE) on the relationship between FSBL and follower work engagement. Data were garnered at two points in time with a time lag of 2 months. Moderated-mediation path analysis with a total of 238 employees working in a research and design institute in Beijing was deployed to examine our hypotheses. As hypothesized, FSBL was a statistically significant predictor of work engagement, and strengths use acted as a mediator in the FSBL-work engagement relationship. In addition, we also found that CSE significantly and negatively moderates the direct effect of FSBL on strengths use and the indirect effect of FSBL on work engagement through strengths use. This study advances the FSBL theory and research and provides a new insight into the driving force of work engagement.
  Citation: German Journal of Human Resource Management
  PubDate: 2021-11-01T09:17:02Z
  DOI: 10.1177/23970022211053284