Human Resource Management

Publisher:
Wiley
Publication date:
2021-02-01
ISBN:
0090-4848

Issue Number

Latest documents

  • Issue Information
  • The scholarly impact of diversity research

    This study contributes to the diversity literature by probing whether diversity papers are cited as frequently as nondiversity papers in management and industrial/organizational (I/O) psychology journals. Based on the stigma‐by‐association theory, I argue that as a result of their association with minority groups, diversity papers may be devalued and thus “othered” by scholars. Using a citation analysis of 46,930 papers published in 29 peer‐reviewed management and I/O psychology journals, I present empirical evidence in Study 1 that diversity papers were cited significantly less frequently than nondiversity papers. The authors' gender and institutional prestige, journal tier and domain, and year of publication were not moderators. In Study 2, I used a scenario experiment to demonstrate the stigma‐by‐association effect. The authors' gender demonstrated a significant moderating effect in this experiment.

  • Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion

    Despite their prevalence, workplace diversity and inclusion (D&I) practices continue to produce inconsistent effects on employee attitudes and behaviors. This shines a light on the need for evidence‐based approaches in understanding how employees enact D&I goals. Drawing on self‐determination theory, we argue that employee D&I motivation is an untapped pathway for understanding how inclusion‐supportive employee outcomes (i.e., more inclusion and less exclusion) emerge. In addition, we leverage attribution theory to inform when employee motivation can be shaped, demonstrating that employee attributions of the intentions behind their organization's D&I practices play an important role in shaping their subsequent D&I motivation. Across two studies, latent profile analysis identified five distinct profiles of D&I motivation, which were differentially related to inclusion and exclusion (Study 1) and predicted by D&I attributions (Studies 1 and 2). Combined, these findings highlight the importance of understanding employee motivations and attributions within the context of D&I. Such knowledge can inform how employees enact inclusion goals, which has the potential to help organizations realize the desired benefits of diversity.

  • Creation of the algorithmic management questionnaire: A six‐phase scale development process

    There is an increasing body of research on algorithmic management (AM), but the field lacks measurement tools to capture workers' experiences of this phenomenon. Based on existing literature, we developed and validated the algorithmic management questionnaire (AMQ) to measure the perceptions of workers regarding their level of exposure to AM. Across three samples (overall n = 1332 gig workers), we show the content, factorial, discriminant, convergent, and predictive validity of the scale. The final 20‐item scale assesses workers' perceived level of exposure to algorithmic: monitoring, goal setting, scheduling, performance rating, and compensation. These dimensions formed a higher order construct assessing overall exposure to algorithmic management, which was found to be, as expected, negatively related to the work characteristics of job autonomy and job complexity and, indirectly, to work engagement. Supplementary analyses revealed that perceptions of exposure to AM reflect the objective presence of AM dimensions beyond individual variations in exposure. Overall, the results suggest the suitability of the AMQ to assess workers' perceived exposure to algorithmic management, which paves the way for further research on the impacts of these rapidly accelerating systems.

  • Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values”
  • A skills‐matching perspective on talent management: Developing strategic agility

    Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills‐matching perspective on talent management, including initial and dynamic skills‐matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta‐capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills‐matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills‐matching, responsive to external and internal demands.

  • How the human resource (HR) function adds strategic value: A relational perspective of the HR function

    In the present article, we propose the concept of the HR function's relational activities and examine its influence on the firm's human capital resources (HCRs) and performance. Integrating insights from various streams of research in strategic human resource management (HRM) and strategic human capital, we develop a relational perspective of the HR function and propose the relational activities as the HR function's advisory and informative activities toward its internal stakeholders (i.e., line managers, employees, and senior managers) to help the stakeholders meet their goals and needs. In our framework, we theorize how the HR function's relational activities lead to superior firm performance by enhancing the firm's HCRs and identify the firm's strategic HR systems and human capital losses as factors that complement and necessitate the HR function's relational activities, respectively. Using a five‐wave, nationally representative panel dataset covering 1415 firm observations, we find robust support for our hypotheses: the HR function's relational activities were positively related to HCRs, which was more pronounced when coupled with high levels of strategic HR systems and human capital losses. The HCRs, in turn, transmitted the effects of the relational activities on the firm's subsequent operational and financial performance. Overall, these findings develop strategic HRM theory by contributing a more comprehensive conceptualization of the HR function's role in the strategic HRM process and by revealing its effects on firm performance along with key moderators.

  • Beyond employer brand content: The role of employer brand process attributes in understanding employees' reactions toward their employer

    Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions.

  • The rise of the human capital industry and its implications for research

    We document the size and scope of the industry of for‐profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing topics that have relevance, and it should also matter to teachers of human resources who want to present an accurate description of practice to students. Aside from the now remarkable size of the HR industry, arguably its most important attribute is its marketing efforts, which now drive the agenda for the field of HR. A concern about that agenda is that it often creates the perception of challenges for management when in practice no evidence of those challenges exists.

  • Delayed pay and employee turnover: The buffering role of pay‐for‐performance

    In response to a financial crisis, many organizations adjust their pay systems to reduce labor costs. In this research, we focus on the use of delayed pay (the postponement of employees' contractual compensation) and examine its effect on employee voluntary turnover outcomes. In a field study (Study 1) with data collected from the executive managers of 129 Chinese hotels experiencing a financial crisis caused by coronavirus disease 2019 (COVID‐19), we find a positive relationship between delayed pay and the voluntary turnover rate at the organizational level. In addition, this relationship becomes weaker when delayed pay consists of a larger proportion of pay‐for‐performance (PFP). We then conduct an experiment (Study 2) to extend our theoretical framework to the individual level, establish causality, and examine the underlying mechanism. The results show that the perceived negative instrumentality of stay (i.e., expected economic losses associated with staying in an organization) explains why individuals intend to leave organizations adopting delayed base pay but not delayed PFP. We further replicate these findings in a critical incident technique study (Study 3). We also discuss the theoretical and practical implications of these findings.

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