ALBERT

Description: 〈p〉Publication date: Available online 29 August 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Sean Edmund Rogers, Carliss D. Miller, Carol Flinchbaugh, Mark Giddarie, Brian Barker〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 21 August 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Grace Chun Guo, Luciana Turchick Hakak, Akram Al Ariss〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Although 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 21 August 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Kibum Kwon, Taesung Kim〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 19 August 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Ina Aust, Brian Matthews, Michael Muller-Camen〈/p〉

Description: 〈p〉Publication date: Available online 6 August 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Maria Christina Meyers〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Organizational 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 25 December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Mahbubul Alam, Souha R. Ezzedeen, Soosan D. Latham〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This conceptual paper applies the construct of emotion regulation to the work-family interface in order to further expand our understanding of the positive aspects of emotional labor. Contrary to the predominant view that emotional labor is stressful and produces primarily harmful outcomes, we propose that emotion regulation in work-to-home transitions reduces an individual's work-family conflict, enhances job satisfaction, and improves their spouse's family satisfaction. Indeed, work stress can cause employees to remain preoccupied with work-related thoughts and negative moods when moving from work to family settings. We argue that social display rules positively influence an individual's engagement in emotion regulation to meet family role demands. Drawing on current research on role boundaries, emotion regulation, emotional labor, and work-family conflict, we offer testable propositions to encourage future research on the beneficial aspects of emotion regulation in research on work and family. Theoretical and practical implications are discussed in closing.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 18 December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): John T. Bush〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉HRM sustainability has become increasingly important to both practitioners and scholars. Specifically, there is an increased focus on the organizational triple bottom line, or the combination of a firm's economic, environmental, and social goals. Although it is largely assumed that triple bottom line initiatives are fully intertwined, there may be more competition and conflict between these goals than previously considered. Drawing upon multiple identity theory and role theory, I explore how an organizational emphasis on the triple bottom line may create challenges at the employee level through increased role conflict and role ambiguity. Further, I identify perceived organizational support, leader initiating structure, leader consideration, and Type A behavior pattern as potential boundary conditions that may further inform our understanding of these relationships. Finally, I examine the ways in which synergies may be promoted between triple bottom line goals to mitigate potential conflicts and ambiguities and promote a more sustainable HRM function.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 7 December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Eva Nechanska, Emma Hughes, Tony Dundon〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉There is a growing interest in conceptualising employee voice across various theoretical disciplines - including Human Resource Management (HRM), Organizational Behaviour (OB), Industrial Relations (IR) and Labour Process (LP) – which approach the phenomena from diverse ontological anchor points. However, few consider the antithesis of voice, employee silence. This paper aims to advance a conceptual framework of voice and silence based on the inter-disciplinary integration of OB, IR and LP perspectives. Such an integrated approach may offer scholars, policy advocates and HR audiences a more reflective understanding of the social and psychological antecedents of employee voice and silence. The framework advances a critical pluralist view of employee silence by drawing on the concept of ‘structured antagonism’, which has been neglected in HRM and OB studies. A suggested future research agenda is outlined to help better integrate diverse approaches on employee voice and silence.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 25 September 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Mengtian Xiao, Fang Lee Cooke, Jiuping Xu, Huimin Bian〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉There 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 4〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: December 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 4〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: December 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 4〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 19 October 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Georges Samara, Dima Jamali, Maria Jose Parada〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Through 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 7 March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Mary Anne Taylor, Jennifer Bailey Bisson〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 20 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Zaheer Khan, Vivek Soundararajan, Amir Shoham〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 23 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Yijun Xing, Yipeng Liu, Dev K. Boojihawon, Shlomo Tarba〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 21 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Maggie M. Cheng, Rick D. Hackett〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 17 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Miguel Pina e Cunha, Emanuel Gomes, Kamel Mellahi, Anne S. Miner, Arménio Rego〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 12 July 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Matthew M. Piszczek, Peter Berg〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 12 July 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Jian Han, Jian-Min Sun, Hong-Lei Wang〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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 〈em〉why〈/em〉 HPWSs have negative effects and 〈em〉when〈/em〉 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 1 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Heather Dixon-Fowler, Anne O'Leary-Kelly, Jonathan Johnson, Megan Waite〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 10 June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Amber N. Schroeder, Traci M. Bricka, Julia H. Whitaker〈/p〉

Description: 〈p〉Publication date: Available online 20 May 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Alvaro Lopez-Cabrales, Ramon Valle-Cabrera〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 1 February 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Cary L. Cooper, Luo Lu〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉“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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 4 February 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Carol Flinchbaugh, Mortaza Zare, Clint Chadwick, Pingshu Li, Spenser Essman〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉 〈p〉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 of〈/p〉 〈p〉nonstandard 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.〈/p〉 〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 2 February 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Gabriel Lozano-Reina, Gregorio Sánchez-Marín〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Say on pay (SOP) is a form of shareholder activism where shareholders express their opinions on executive compensation by casting a vote in the annual general meeting. To date, although a large variety of results, antecedents and outcomes have been mentioned and discussed, knowledge about SOP is still limited. This study, through a systematic literature review of 44 articles on SOP published between 2010 and 2018 in finance and management journals, aims to explore our understanding of SOP effectiveness by analyzing its conceptualization, theoretical foundations, methodological issues, antecedents and derived outcomes. After identifying some common patterns in SOP effectiveness that reflect a specific governance contextualization, we provide a guide to develop future research in the field, highlighting key implications for human resource management academics and practitioners.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Thomas A. O'Neill, Matthew J.W. McLarnon〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉In the current review we consider theory and research involving task, relationship, and process conflict. We examine relationships with team performance and innovation with an eye toward recent meta-analytic findings. We then review recent research investigating the interplay of team conflict types in the form of team conflict profiles. We advance the Team Conflict Dynamics Model to connect conflict profiles with key variables in the nomological net: psychological safety, conflict management, and team performance. This model considers dynamics by examining conflict transformations over time, reciprocal effects of conflict management processes, and negative feedback loops. Moreover, the model incorporates contextual features involving team design and the organizational environment. This review is needed in order to integrate recent meta-analytic findings, conflict profiles, conflict dynamics, and contextual factors into a parsimonious model useful for guiding future research and practice.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Juanita Trusty, David G. Allen, Frances Fabian〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Major theoretical models of job search fail to consider the changing nature of careers, the influence of the internet as a job search tool, and the diverse objectives for employed job search. Consequently, the study of employed job search has been largely confined to turnover research. We add to existing theory by providing a typology of employed search objectives based on modifying employment conditions (separation-seeking, change-seeking, leverage-seeking), contagion (mimetic-seeking) and employability (knowledge-seeking, network-seeking) and offer propositions related to the antecedents and implications for each objective. This classification offers an alternative explanation for previous research findings, provides a framework for future study, and has practical implications for employee retention and recruitment.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Suzanne T. Bell, Shanique G. Brown, Jake A. Weiss〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Twenty-first century organizations often rely on teams to enact their strategy and to enhance their flexibility in interacting with their external environment over time. Team composition, or the configuration of team member attributes, can influence team effectiveness and is an important consideration in the management of teams. To date, however, there is limited guidance on how seemingly smaller team composition decisions can contribute to organizational effectiveness and competitive advantage. We draw on strategic human resource management (HRM), HRM, and industrial and organizational psychology literatures to develop a conceptual framework for strategic team composition decisions. We describe how organizations use teams to enact their strategy (i.e., fit), and use adaptive teams and networks of teams to achieve fit in a dynamic environment (i.e., flexibility). Using the concepts of fit and flexibility, we develop four guiding principles for strategic team composition decisions.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Rebecca Grossman, Jennifer Feitosa〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Team trust is increasingly being recognized as important for team performance, but little is currently understood about how it develops and evolves over the course of a team's lifespan. Because trust and related team constructs are inherently dynamic, this represents a critical gap in the literature that needs to be addressed before team trust can be fully understood and effectively facilitated in practice. Of particular relevance to these gaps are action teams – those that come together to perform under time-constrained, yet often high-stakes conditions. While scholars have begun to explore how trust develops in these contexts, little is understood about how it evolves over time. As such, we propose a theoretical model of team trust in action teams that incorporates its dynamic nature, models the reciprocal relationship between team trust and team performance, delineates unique mediating pathways based on the team's progression in the multiphasic performance cycle, and considers the role of moderating influences that may strengthen or attenuate the impact of performance feedback on subsequent team trust. Specific research implications are discussed, providing a rich foundation for future empirical studies, and ultimately, the generation of evidence-based interventions for facilitating trust as teams cycle through multiple performance episodes over time.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Traci Sitzmann, Justin M. Weinhardt〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Lisa H. Nishii, Rebecca M. Paluch〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉While the problem of the gap between espoused and implemented HR practices has been widely recognized in the past, consideration of the role that leaders, and particularly direct managers, play in implementing HRM has not been well defined. In an effort to close this gap, we argue that more attention needs to be paid to the critical role of managers, as they are the ones who shape employees' climate perceptions by interpreting and providing meaning about the intended messages of HR practices as they relate to the specific job expectations of employees. In particular, we identify four HR implementation leader behaviors for facilitating a strong HR system. We expect that when leaders verbally 〈em〉articulate〈/em〉 the intended meanings and expectations, 〈em〉role model〈/em〉 desired behaviors, 〈em〉reinforce〈/em〉 preferred behaviors, and 〈em〉assess〈/em〉 followers' interpretations of the provided meanings so that further adjustments can be made in the meaning-making process, that cohesive climate perceptions that drive a strong HR system will ensue.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 17 July 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Jennifer A. Griffith, John E. Baur, M. Ronald Buckley〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Brian D. Blume, J. Kevin Ford, Eric A. Surface, Jeffrey Olenick〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 20 July 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Samantha L. Jordan, Gerald R. Ferris, Bruce T. Lamont〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 8 August 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Silvia Bagdadli, Martina Gianecchini〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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 〈em〉why〈/em〉 and 〈em〉how〈/em〉 organizational career management practices translate into career success and under 〈em〉what〈/em〉 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Fang Lee Cooke, Geoffrey Wood, Meng Wang, Alex Veen〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This article reviews the present state of research on multinational corporations (MNCs) in the international human resource management (IHRM) literature. Drawing on 342 articles from 39 English journals in the business and management field published over the period of 2000–2014, we identify three key strands within this section of the IHRM scholarly field (MNC country of origin/domicile effects; expatriate management; and, intra-organizational knowledge and strategy flows). Building up on our detailed assessment of trends in the literature based on a systematic review, we propose areas where the field could be developed and extended through drawing on insights from, and building synthesis with, cognate fields. We conclude that major developments on the ground – the increasing numbers of unskilled expatriate workers, the rise of MNCs from emerging markets, and the growth of transnational alternative investors – have the potential to transform the field of enquiry, yet are only starting to appear in the IHRM literature. In developing new major areas of enquiry – and in extending existing ones – insights may be drawn from the literature on comparative institutional analysis to take fuller account of trans-national actors.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 19 June 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Bora Kwon, Elaine Farndale〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Employee voice may have positive outcomes for organizations, however, encouraging employees to speak out is not guaranteed unless the organization signals that it is safe and effective for employees to do so. In this conceptual paper, we identify core variables that constitute the norms for voice created in organizations across national cultures. Developing a multilevel conceptual framework of employee voice, we explore how organizational norms related to different voice channels provide signals to employees about voice consequences, namely voice safety and effectiveness. Given organizations do not operate in contextual vacuums, we also apply a macro-level consideration of national culture values that influence organizational voice norms to affect safety and effectiveness signals. A conceptual framework and propositions for future research are presented.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Jay H. Hardy, Eric Anthony Day, Winfred Arthur〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Sarah E. Frick, Keaton A. Fletcher, P. Scott Ramsay, Wendy L. Bedwell〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The process of team adaptation is crucial for team success as effectiveness in today's workplace hinges upon teams that are flexible and dynamic in the unavoidable presence of change. A considerable amount of work has been conducted on the positive aspects of a team's adaptation process (e.g., successful adaptation resulting in beneficial outcomes). These efforts, however, have largely ignored the process and outcomes of 〈em〉maladaptation〈/em〉 when a team fails to adapt properly. We use influential works (e.g., Burke, Stagl, Salas, Pierce, & Kendall, 2006; Kozlowski, Watola, Jensen, Kim, & Botero, 2009) to build a concise heuristic (e.g., the four R's) that is then used to outline and describe potential errors teams may engage in before, during, and after a change that cause maladaptive outcomes. We offer propositions around our heuristic that can readily utilized in research contexts to guide further exploration into team adaptation so that we may better understand the processes underlying maladaptive outcomes.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Daniela Lohaus, Wolfgang Habermann〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Presenteeism, often defined as going to work ill, is a global phenomenon. In contrast to absenteeism, presenteeism has only recently gained attention as a major factor that affects organizational performance. This article shows that, to date, neither a uniform definition nor consistent measurement methods have been employed in the research on presenteeism. Although there have been several attempts at theory development, a comprehensive model that can explain why people choose presenteeism or absenteeism has yet to be established. Empirical studies have identified correlates of presenteeism, however, a clear distinction between causes and effects has yet to be made. Suggestions for future research cover the relevance, definition, and measurement of the phenomenon and offer a theory development framework that integrates Johns' (2010) prescriptions and refers to the decision-making process.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Yishuai Yin, Yue Wang, Ying Lu〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Complementing the current management literature's focus on the value-creation side of empowerment practices, this paper offers a transaction cost-exchange perspective to explain why firms adopt empowerment practices and how such practices affect firm performance. Specifically, we theorize how performance ambiguity and human asset specificity, two major characteristics of employee-employer exchange, shape firms' decisions to adopt empowerment practices, both independently and interactively. Our model also develops a contingency perspective of how empowerment practices affect firm performance by delineating the moderating role of empowerment practices in the relationship between employee-employer exchange characteristics and firm performance.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 6 December 2017〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Richard M. Vosburgh〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉A practitioner's perspective on the Academic-Practitioner Gap is offered, resulting in several suggestions for both the Academic and the Practitioner. There is a continuum from “pure science” to “pure application” that may well have different optimal points and ranges for different issues. A large number of research studies are cited to define the scope and depth of the Gap; then the academic contribution to three important HR areas are reviewed: Performance Management; Learning and Development; and Talent Management. It is concluded that the Academic-Practitioner Gap is not only inevitable but in some ways highly productive by creating a sort of tension and push-pull that drives needed discourse. Therefore, the real issue here, and standard for answering the “So What” application question, is about the optimal size and nature of the gap. Science can inform practice; and practice needs to get better at laying out where they need stronger scientific underpinnings for the design of HR practices. Through actually communicating, the different perspectives of the academic and the practitioner may well motivate innovation and creativity; fostering both deeper insights and better applications. This will require re-assessing the roles and reward systems for the academic and the practitioner, so that there is greater motivation to sit at the table together. It is further concluded that we need to keep getting better at this—and especially in those areas where the practice of HR is evolving and the profession of HR hangs in the balance.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 11 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Ramzi Fatfouta〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Research on narcissism continues to develop at a rapid pace. Yet, researchers from different disciplines are still divided over whether narcissists are good versus bad leaders. On the one hand, narcissists' bright qualities (e.g., charisma) are associated with positive outcomes at different levels of analysis from subordinates, to peers, and the organization as a whole. On the other hand, however, narcissists' dark qualities (e.g., entitlement) are associated with a number of counterproductive work behaviors, causing organizations to falter. The present article adds to and extends the traditional good-versus-bad debate about narcissistic leadership and pursues three goals: (a) to critically review the literature on narcissistic leaders and their behaviors in the workplace, (b) to provide tangible recommendations for how to best assess, select, and develop narcissistic leaders, and (c) to highlight future directions and ongoing challenges ahead in the field of narcissistic leadership.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Claudia Buengeler, Hannes Leroy, Katleen De Stobbeleir〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉In this paper we develop a theoretical framework about how leaders help shape the impact of HR diversity practices on employee inclusion. So far, the HR literature has given leaders a relatively passive role in that they are mainly seen as enactors and communicators of HR policies and practices. We expand this view by suggesting that leaders can respond to HR's (diversity) practices with various levels of alignment (or misalignment), and clarify the respective implications for felt inclusion. Informed by literature on multiple identities at work, we derive four potential responses of leaders to HR's diversity practices—deletion, compartmentalization, aggregation, and integration. We show how these responses shape the effects of diversity practices on employee inclusion, and in doing so, we also question a commonly held assumption that leaders' full alignment with HR's diversity practices is the most conducive for employees' felt inclusion. Our framework has important implications for theory and practice, as it specifies the role of leaders in leveraging the inclusive potential of HR diversity practices.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Charles P.R. Scott, Hairong Jiang, Jessica L. Wildman, Richard Griffith〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Leadership in today's high-performing teams is a relational process best understood from a multilevel emergent perspective. Implicit theories of leadership and followership play an important role in predicting leader emergence in more traditional hierarchical structures, but are inadequate for understanding and predicting leadership as networks in teams, as they do not consider the complex dynamics of leading and following activities inherent in such structures. To address this theoretical gap, we propose the concept of Implicit Leadership Network Theories (ILNTs) that integrates implicit leadership and followership theories with contemporary social network perspectives of leadership in teams to predict the shape and structure of leadership network emergence and subsequent team outcomes. More specifically, we propose that the combination of team member self-ILNTs (i.e., expectations regarding one's own role within a leadership network) and network-ILNTs (i.e., expectations regarding the prototypical team leadership structure) will shape the emergence and effectiveness of leadership in teams. We describe several prototypical team configurations of ILNTs and discuss implications for future research and human resource management.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Wayne F. Cascio〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Matej Černe, Saša Batistič, Renata Kenda〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The aim of this paper is to bring together literature on strategic human resource management and leadership and theorize about their cross-level interplay. Specifically, we offer propositions in relation to the interactive influence of attachment styles that followers perceive to have developed in their dyadic relationship with their leaders/supervisors and HR systems on individual innovation processes. We narrow in on three leadership attachment styles perceived by employees (secure, anxious, and avoidant) and two opposite HR systems in organizations (compliance and commitment) in order to propose that their interactions have different roles in predicting two different elements of employees' innovative work behavior: idea generation and idea implementation behaviors. Our theorizing results in a conceptual model and a matrix of 12 specific propositions about potentially promoting (complementing or positively supplementing) or inhibiting (in the case of no fit or negative supplement) multiple effects of different combinations of attachment styles and HR systems. We conclude by discussing suggestions for future research, methodological considerations, and practical implications.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Marissa L. Shuffler, William S. Kramer, Dorothy R. Carter, Amanda L. Thayer, Michael A. Rosen〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The increased reliance on team-based structures within 21st century organizations has sparked a stream of research investigating the drivers of collaboration within and across multiteam systems (MTS), comprised of distinct, interdependent component teams. To date, MTS research tends to rely on the simplified—and potentially inaccurate—assumption that component teams within a MTS are homogenous with regard to their emergent intrateam properties (e.g., team attitudes, behaviors, cognitions). We suggest that team-centric approaches may better characterize the ways in which emergent intrateam properties might vary across different MTS component teams—operationalized with what we term ‘intrateam state profiles.’ Leveraging cancer care MTSs as an illustrative example, we detail the need for team-centric approaches as complementary to traditional, variable-centric approaches to studying collective phenomena. Specifically, we explore intrateam state profiles as a mechanism for understanding complex interactions of emergent properties within teams that may profoundly affect system functioning and associated HRM practices.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 30 June 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Karen Landay, P.D. Harms〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 22 May 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Krista N. Engemann, Cliff W. Scott〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Workplace safety is a concern for both scholars and practitioners because of the potential for substantial loss of organizational resources. Trending away from a hierarchical perspective of organizations, this paper emphasizes the mindful management of safety and reliability in uncertain organizational environments and posits a theoretical framework that considers the relative importance of different types of social support in a high risk, safety-oriented setting. We posit that one voices to resolve ambiguity, and that social support across the organization fosters this exchange. Moreover, the extent of sustained mindful organizing will influence this relationship.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Megan R. Turner, Tristan McIntosh, Shane W. Reid, M. Ronald Buckley〈/p〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉An organization's success in recruiting, selecting, and retaining employees can be attributed, in part, to reactions to a firm's CSR activities. Today, organizations appear to be more frequently pursuing CSR initiatives that are related to social issues. Unlike CSR initiatives which are unrelated to social issues, those that are attached to social causes are more likely to be perceived as controversial. Consequently, how individuals view such actions can impact their perceptions of the firm and may lead to changes in individual behavior. Grounding this work in social identity theory, we explore the effect controversial CSR actions can have on HRM functions. The goal of this effort is to explore and delineate how this shift in CSR may alter the nature of the CSR-HRM relationship and to examine the potential implications for HRM practice. Future directions for research and HRM practice are discussed.〈/p〉〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Thomas A. O'Neill, Eduardo Salas〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The adoption of teams continues to increase in almost every domain of modern work life. In the current article we review evidence of the complexity of modern work, industry trends in the use of teams, and the challenges of achieving the full potential of organizational work teams. We aimed to meaningfully move forward the science of high performance teamwork by assembling a focused set of review articles in the present special issue. We consider four themes that capture the articles in this special issue and avenues for achieving the full potential of teams: (1) work across boundaries; (2) build effective team processes and states; (3) manage team development issues; and (4) leverage human capital. Collectively, the contents of this special issue offer important new opportunities for advancing future research and for making a practical difference in the effectiveness of teams in organizations. We identify six areas in which future research efforts in high performance teamwork should be directed based on “realities” that, in our view, need to be addressed.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Andrew F. Johnson, Katherine J. Roberto〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Political ideology is a central belief that drives individuals' behavior not just in the voting booth but also in other aspects of life. As political divisiveness in society has increased, the ramifications of this shift may permeate organizations ultimately affecting how individuals interact with one another. Through the lens of social cognition and person-organization fit, this paper considers the effect of political ideology of job applicants in selection decisions by discussing 1) the definition of political ideology and subsequent stereotyping, 2) the increasing divisiveness rooted in political ideology, 3) the implication in selection decisions influenced by political ideology, and 4) the consequences for firm level diversity. Further, a model is provided to illustrate the relationship of political ideology to various phases of the selection process. Propositions to foster further study of these phenomena are provided within.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Carol Gill, William Gardner, Johannes Claeys, Kathleen Vangronsvelt〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Prior work has questioned whether human resource management (HRM) lives up to the organizational benefits it espouses. The intentions underlying human resource (HR) practices often differ from how they are implemented by line managers or how they are ultimately perceived by followers, thus undermining the strength of the HR system in influencing organizational outcomes and with them the overall reputation of HRM. We argue that line managers, specifically those who display authentic leadership behaviors, can strengthen an HR system (i.e., aligning intended, actual, and perceived HR policies and practices) by implementing HR practices in a way that they are perceived as distinct, consistent, and reflecting consensus. Authentic leadership theory departs from more traditional, top-down fit perspectives in strategic HRM to consider the dynamic way in which individuals within an organizational context co-create felt and perceived authenticity in interaction with others. In other words, by providing a more dynamic approach to creating alignment in HRM, authentic leadership helps HRM attain more authenticity and credibility in the organization.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 28 August 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Manuel London, Julia B. Bear, Lily Cushenbery, Gary D. Sherman〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Amy C. Edmondson, Jean-François Harvey〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge boundaries can be difficult in practice, and innovation is not always realized. Two streams of research are particularly relevant for understanding the challenges inherent in cross-boundary teaming: research on team effectiveness and research on knowledge in organizations. They offer complementary insights: the former stream focuses on group dynamics and measures team inputs, processes, emergent states, and outcomes, while the latter closely investigates dialog and objects in recurrent social practices. Drawing from both streams, this paper seeks to shed light on the complexity of cross-boundary teaming, while highlighting factors that may enhance its effectiveness. We develop an integrative model to provide greater explanatory power than previous approaches to assess cross-boundary teaming efforts and their innovation performance.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Eunae Cho, Tammy D. Allen〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉In a growing number of families, members are dispersed across country borders, but maintain close ties. Despite their growing prevalence, an overarching theoretical framework to explain this phenomenon is absent and little is known about work-family experiences in this type of family. With this in mind, we provide a typology that can be applied to the transnational family as a theoretical lens through which diverse forms of transnational families can be understood. Next, we provide a definition of work-family balance (WFB) that considers unique aspects of transnational families while also drawing upon previous definitions of WFB developed in the domestic work-family literature. Finally, we discuss how WFB may differ depending on the characteristics of transnational families. We conclude by discussing implications and suggestions for future research.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 2 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Robyn A. Berkley, Roxanne Beard, Catherine S. Daus〈/p〉 〈div xml:lang="en"〉 〈h5〉Graphical abstract〈/h5〉 〈div〉〈p〉〈figure〉〈img src="https://ars.els-cdn.com/content/image/1-s2.0-S1053482218300305-ga1.jpg" width="414" alt="Graphical abstract for this article" title=""〉〈/figure〉〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Tripp Driskell, Eduardo Salas, James E. Driskell〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉We rely upon teams to perform complex tasks in highly demanding environments, ranging from space exploration to response to earth-bound disasters. In this article, we first briefly review the rich historical legacy of research on teams in extreme settings. Second, we orient our discussion of team performance in extreme environments by focusing on the contextual environment—the high demand, high-stress environment in which these teams operate. We discuss the mechanisms through which extreme demands or stress may impact team behavior, and discuss specific team processes and emergent states that may be impacted by these conditions. Finally, we address challenges in conducting research on extreme teams, and describe implications for application and practice.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Lindsey M. Greco, Steven D. Charlier, Kenneth G. Brown〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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 〈em〉exploration〈/em〉, or the pursuit of learning outside one’s current knowledge domain; the second mindset is 〈em〉exploitation〈/em〉, 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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 30 December 2016〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Catherine Bailey〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Securing high levels of employee engagement has become a dominant concern for HR practitioners globally, and a lucrative survey and consultancy industry has grown up around the topic. Despite significant parallel interest within the scholarly community, it is questionable whether research published in peer-reviewed journals has had any impact on the practice of engagement. The divergent perspectives of academics and practitioners on engagement are explored within the wider context of evidence-based management and the ‘rigor – relevance’ debate, alongside consideration of the risks of presupposing a simplified binary divide between the two communities. Some suggestions for strategies aimed at creating a stronger connection between the interests of practitioners and those of academics are proposed, whilst bearing in mind academia's broader and more critical remit.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Michael J. Tews, Raymond A. Noe〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Hannes Leroy, Jesse Segers, Dirk van Dierendonck, Deanne den Hartog〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The studies of Leadership and HR-Management share a common goal: Developing a better understanding of how to effectively manage people in organizations. Despite this shared goal, these fields of research remain largely independent, with few studies considering how HRM and Leadership co-determine employee motivation and performance. This state of the literature is deplorable as Leadership and HRM have the potential to counterbalance each other; in theory as well as in research design. In this overview article to this special issue, we first highlight similarities and differences in approaches to people management by mapping key approaches to Leadership and HRM on a value framework. Next, we integrate theory on person-environment fit and strategic HR alignment to map seven possible ways in which Leadership and HRM may interact: Independent, Enactment, Supplementary Fit, Synergistic Fit, Complementary Fit, Perceptual Filter, and Dynamic Fit. We discuss the implications of this theoretical framework for future research that studies the intersection of Leadership and HRM.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Shan Ran, Jason L. Huang〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 8 December 2017〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Michael Beer〈/p〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 5 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): François S. De Kock, Filip Lievens, Marise Ph. Born〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉In light of the pivotal importance of judgments and ratings in human resource management (HRM) settings, a better understanding of the individual differences associated with being a good judge is sorely needed. This review provides an overview of individual difference characteristics that have been associated with the accurate judges in HRM. We review empirical findings over 〉80 years to identify what we know and do not know about the individual difference correlates of being an accurate judge. Overall, findings suggest that judges' cognitive factors show stronger and more consistent relationships with rating accuracy than personality-related factors. Specific intelligences in the social cognition domain, such as dispositional reasoning (complex understanding of traits, behaviors and a situation's potential to manifest traits into behaviors) show particular promise to help understanding what makes an accurate judge. Importantly, our review also highlights the scarcity of research on HRM context (selection vs. performance appraisal settings) and judges' motivation to distort ratings. To guide future research, we present a model that links assessor constructs to key processes required for accurate judgment and ratings in HRM contexts. The discussion suggests twenty questions for future work in this field.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Cherrie Jiuhua Zhu, Malcolm Warner〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This article aims to use the emergence of Human Resource Management (HRM) in China to shed light on the dynamism of convergence, divergence and contextualization in the broader field. It argues that the ways used to manage people in China have diverged or converged with Western or foreign-developed theories and practices, in different institutional contexts and at different periods of time. Overlapping with this intellectual narrative, it looks at HRM in China in its contemporary historical setting, to show how theories such as the US-inspired Scientific Management and Human Relations and the Soviet model of Personnel Administration have influenced and shaped various ways of managing people. The bibliometric review of the unfolding of HRM in China presented in the article will, we argue, also shed further light on wider issues of convergence/divergence and contextualization.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 3 January 2017〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Zaheer Khan, Rekha Rao-Nicholson, Pervaiz Akhtar, Shaowei He〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉There has been recent surge of cross-border mergers and acquisitions (M&As) by emerging economies' multinational enterprises (EMNEs), however no conceptual model exists that can be utilized in global context to understand the success of these cross-border activities. In this article, a conceptual model is developed which suggests that distributed leadership increases the chance of the EMNEs' cross-border M&A success through the mediating role of socialization integration mechanisms. In addition, we identify the degree of autonomy given to the acquired firm as a potential moderator of the relationship between distributed leadership and the success of cross-border M&As of EMNEs. Irrespective of the country of origin, this model has the potential to be utilized in creating strategies for developed and emerging economies' MNEs' cross-border M&As' success.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): Ramón Rico, Verlin B. Hinsz, Robert B. Davison, Eduardo Salas〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Building upon organizational design and boundary spanning and multilevel literatures, we propose a theoretical framework that extends previous work on the drivers of multiteam system (MTS) coordination and performance. Our proposal integrates aspects of functional process interdependence and different integration mechanisms used within MTSs to better elucidate how different coordination processes emerge. The framework exposes potential countervailing or confluent effects of coordination processes on performance and, thereby, reconciles seemingly incongruent findings regarding the effect of different approaches to coordination on MTSs performance. In addition, our framework helps managers consider the multilevel nature of MTS coordination processes in ways that assist them in selecting an approach to effectively address the coordination challenges inherent in these complex systems.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Victoria Mattingly, Kurt Kraiger〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Justin M. Weinhardt, Traci Sitzmann〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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?〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: September 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 3〈/p〉 〈p〉Author(s): Zachary A. Russell, David S. Steffensen, B. Parker Ellen, Liwen Zhang, John D. Bishoff, Gerald R. Ferris〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Human resource management (HRM) research has documented the importance of high performance work practices (HPWPs) to organizations, and recent efforts have argued for increasing attention to the role of line manager implementation of HPWPs. To date, research in this area has focused largely on the organizational or employee implications of HPWP implementation, ignoring the process through which implementation affects outcomes. In this article, we use theory on impression formation to describe the perceptual process through which line manager implementation of HPWPs facilitates the formation of different employee impressions of manager leadership styles. We argue that this process is contingent upon employee attributions of implementation intent, which are influenced by the interaction of employee affective and attributional tendencies with line manager implementation style (i.e., political skill). Our conceptualization of this process contributes to HRM research by demonstrating the benefits of integrating it with leadership theory, as well as identifying the role of interpersonal perceptual processes in the effects of HPWPs.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 8 August 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Caitlin Hunter, Martie-Louise Verreynne, Nancy Pachana, Paul Harpur〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 28, Issue 4〈/p〉 〈p〉Author(s): John T. Bush, Jeffery A. LePine, Daniel W. Newton〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Scholars have long sought to understand the factors that influence team functioning and effectiveness. However, we know relatively little about the performance ramifications of transitions between tasks, especially when the transitions are punctuated and brief and the tasks are highly varied. To address this gap in our understanding, we review and integrate several streams of research in the literature on small groups and teams that have implications to team task transitions. From our synthesis, we offer a broad framework and propositions regarding the nature and effects of team task transitions. We conclude with a brief discussion of implications to research and practice.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 1 August 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Alexander C. Lewis, Robert L. Cardy, Lulu S.R. Huang〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Lillian T. Eby, Tammy D. Allen, Kate M. Conley, Rachel L. Williamson, Tyler G. Henderson, Victor S. Mancini〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 13 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Steven T. Tseng, Paul E. Levy〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Performance management is a critical human resource management practice intended to facilitate performance and development in organizations. Unfortunately, recent discourse among researchers and practitioners suggest that current performance management practices in organizations are less than satisfactory and not effective. A popular recommendation to improve the performance management process is to focus less on the formal procedures and more on the manager-employee interactions embedded in the process. However, current models of performance management do not reflect this focus on social processes. We present a multilevel leadership process framework of performance management that highlights the pivotal role of managers. Within this framework managers carry out this process through their influence on employees, teams, and the organization. Recommendations for future directions are also provided.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): Yalcin Acikgoz〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This study describes an attempt to develop an integrative model of job search and employee recruitment. Inevitably multi-level in nature, the model demonstrates the interplay between organizational-level factors and individual-level factors in influencing the outcomes of employee recruitment and job search activities. According to the model, influenced by job seeker and organizational characteristics, job search and recruitment activities jointly create job awareness, which is the first step in organizational attraction. Next, depending on the job seeker's current job situation, this attraction leads to job pursuit intention and behavior. The model also emphasizes the longitudinal nature of the process by which individuals gain employment. Finally, since each organization's applicant pool consists of job seekers with some common characteristics attracted to the same position, the model proposes that recruitment and job search can be examined by utilizing a multilevel framework.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 25 July 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Karen Pak, Dorien T.A.M. Kooij, Annet H. De Lange, Marc J.P.M. Van Veldhoven〈/p〉 〈div xml:lang="en"〉〈div〉 〈h6〉Abstract〈/h6〉 〈p〉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.〈/p〉 〈/div〉〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): John W. Michel, Michael J. Tews, David G. Allen〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Since the turn of the century, a growing body of research has systemically examined the role of fun in the workplace. In general, the extant body of research has demonstrated that fun in the workplace has a beneficial impact for individuals and organizations, but some evidence has been mixed. To help advance research in this area, the aims of this paper are two-fold. The first aim is to review previous research on fun in the workplace and identify gaps in the literature to provide direction for future work. The second aim is to offer a theoretical framework that helps explain how individuals may interpret fun in the workplace and how it may be most beneficial. Drawing on the notion that fun in the workplace is in the eye of the beholder, our proposed framework provides a more nuanced understanding of the temporal processes and contextual factors that explain how individuals appraise and ultimately benefit from fun.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: June 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 2〈/p〉 〈p〉Author(s): Traci Sitzmann, Justin M. Weinhardt〈/p〉

Description: 〈p〉Publication date: Available online 3 January 2017〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Abraham Carmeli, Itzik Zivan, Emanuel Gomes, Gideon D. Markman〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉The nature and patterns of vertical work relationships between buyers and suppliers is a key subject of inquiry in organization and management research. However, the mechanisms conducive to transforming transaction-based relationships into commitment-based relationships remain elusive. Although commitment-based relationships can produce various outcomes, little is known about whether and how these work relationships build and facilitate inter-organizational capabilities and their performance implications. This article presents a theoretical model that clarifies the micro socio-psychological mechanisms by which buyers and suppliers can develop inter-organizational learning agility. By drawing on theoretical insights in the areas of social exchange, micro-foundations, positive work relationships, commitment, and dynamic capabilities, it suggests that three mechanisms – respectful engagement, rich and ongoing communication, and advice seeking and giving – can transition buyer-supplier relations from transactional ties to commitment-based ties. It is argued that relationship commitment is a key to building inter-organizational learning agility by enacting three mechanisms: psychological availability, generativity and reflective reframing. The discussion centers on the fundamentals for developing this stream of research.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 5 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Rajesh Kumar, Pawan Budhwar, Charmi Patel, Arup Varma〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉In this paper, we draw on the construct of regulatory fit in explaining how expatriates manage interactional and work-related discrepancies in diverse cultural contexts. When expatriates go overseas, they are often faced with a set of expectations that are at variance with their home country norms and these differences in expectations generate discrepancies. The emergence of discrepancies in an alien cultural context exacerbates the uncertainties facing the expatriate, though the response to uncertainty varies between expatriates. We posit that expatriates with a promotion-focused self-regulatory system are focused on maximizing gains leading them to manage uncertainty through experimentation whereas expatriates with a prevention-focused self-regulatory system are oriented to minimizing losses leading them to manage uncertainty by persisting with the status-quo. Utilizing insights from motivational science and by linking the self-regulatory processes to the cultural context, we develop a framework and propositions for expatriate adaptation in loose and tight cultures. We present managerial implications of our model and offer guidance for testing the framework.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 23 April 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Denise Marie Küpper, Kristina Klein, Franziska Völckner〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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 〈em〉serious games〈/em〉 (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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 18 April 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Nataliya Podgorodnichenko, Fiona Edgar, Ian McAndrew〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 23 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Yu-Yu Chang, Hui-Yu Shih〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Curiosity has long been recognized as the driving force behind individuals' exploratory drive, learning behavior, and willingness to embrace novelty. It is generally believed that the exploratory spirit of a curious mind can enhance the individual's imagination and cognitive capability for creative ideation. But there has been surprisingly little work to clarify the relationship between curiosity and creativity. Moreover, existing research commonly oversimplifies the operationalization of human curiosity. From a pluralist view of curiosity, this paper leverages insights from psychological research to explain how curiosity can be applied in the organizational context and help to better understand employee creativity. We draw upon several seminal theories on curiosity and motivation and explore the effects of organizational context and individual differences on employees' work curiosity. We furthermore elucidate how work curiosity leads to employee creativity by affecting the cognitive processes and psychological states. Implications for future research are discussed.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 28 November 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Marie-Colombe Afota, Ariane Ollier-Malaterre, Christian Vandenberghe〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉This paper develops a theoretical model that highlights the mechanisms underlying the contagion of long working hours from supervisors to subordinates at different stages of their relationship. Drawing upon social learning theory, we suggest that subordinates mimic the supervisor's working hours through vicarious learning. Focusing first on the role-taking stage of the supervisor-subordinate relationship, we identify four factors, namely supervisor's perceived status, subordinate's work centrality, congruence between organizational norms and supervisor's working hours, and subordinate's identification with the supervisor, that may influence the perceived desirability of adopting the supervisor's working hours. We then examine the relative influence of each of these factors through the lens of subordinates' self-motives. Turning, next, to the routinized supervisor-subordinate relationship, we elaborate on how social contagion may evolve over time. Lastly, the implications of our model as well as future research avenues are presented.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 18 January 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Adrian Wilkinson, Michael Barry, Elizabeth Morrison〈/p〉

Description: 〈p〉Publication date: Available online 12 January 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Cheryl L. Adkins, Sonya F. Premeaux〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉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.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 6 December 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Afif George Nassif〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Shifting from the much-studied five-factor model of personality, this paper focuses on dark personality (i.e. the “Dark Triad”: 〈em〉Machiavellianism, psychopathy, and narcissism〈/em〉) to advance understanding of team composition, processes, and performance. The research responds to a call to explore dark personality's manifestation within – and impact on – teams. Specifically, this paper will examine the impact of within-team heterogeneity in dark personality on team performance, with shared leadership as mediator of this relationship. Additionally, I propose two moderators of the relationship between within-team dark triad heterogeneity and shared leadership – team network centrality of the team member scoring highest on the Dark Triad, and team mean Dark Triad score. This research aims to make a uniquely valuable contribution to scholarship on leadership within teams through bridging literatures on social network analysis, teams, leadership, and the dark triad and should have implications for team selection and performance.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): 〈/p〉

Description: 〈p〉Publication date: Available online 26 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): John T. Bush, Rachel M. Balven〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Organizations are increasingly turning to crowd-based forms of employment to supplement their workforce. However, little is known of the factors that drive crowd workers to fully engage in work tasks. Moreover, we lack understanding of how traditional HRM practices may adapt to promote and capitalize on an engaged crowd workforce. To address these gaps, we draw upon engagement theory to identify and examine characteristics of both crowd work and crowd workers that have implications for worker engagement, offering propositions regarding the nature of these relationships. In addition, we build upon perspectives of human capital investment by examining the HRM practices of recruitment, selection, training and development, and retention, making specific prescriptions for HRM theory and practice regarding the promotion of an engaged and sustainable crowd workforce. We conclude with implications for theory, practice, and future research.〈/p〉〈/div〉 〈/div〉

Description: 〈p〉Publication date: Available online 23 October 2018〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review〈/p〉 〈p〉Author(s): Sabrine El Baroudi, Svetlana N. Khapova, Paul G.W. Jansen, Julia Richardson〈/p〉 〈div xml:lang="en"〉 〈h5〉Abstract〈/h5〉 〈div〉〈p〉Contemporary organizations are placing greater emphasis on team work in order to meet the challenges of an increasingly turbulent business environment. In this context, the relationship between team member proactivity and overall team performance has been the focus of growing interest among management scholars and practitioners alike. Whereas extant scholarship acknowledges that team member proactivity is different from other forms of proactivity (i.e., individual and organization member proactivity), there is still only limited understanding of the factors that predict team member proactivity. Therefore, this paper extends current scholarship by identifying the individual and contextual predictors of team member proactivity and explaining how, taken together, they jointly influence team member proactivity. Building on these findings, the paper also identifies gaps in the current literature and proposes a model of team member proactivity to be tested in future research.〈/p〉〈/div〉 〈/div〉