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  • Articles  (1,054)
  • Elsevier  (1,054)
  • Institute of Electrical and Electronics Engineers (IEEE)
  • Human Resource Management Review  (127)
  • 6768
  • Economics  (1,054)
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  • Articles  (1,054)
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  • Elsevier  (1,054)
  • Institute of Electrical and Electronics Engineers (IEEE)
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  • Economics  (1,054)
  • 1
    Publication Date: 2020-07-01
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 2
    Publication Date: 2007-03-01
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 3
    Publication Date: 2019
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 4
    Publication Date: 2019
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 5
    Publication Date: 2019
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 6
    Publication Date: 2019
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 7
    Publication Date: 2019
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 8
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    Elsevier
    Publication Date: 2018
    Description: 〈p〉Publication date: March 2019〈/p〉 〈p〉〈b〉Source:〈/b〉 Human Resource Management Review, Volume 29, Issue 1〈/p〉 〈p〉Author(s): 〈/p〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 9
    Publication Date: 2018
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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  • 10
    Publication Date: 2018
    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〉
    Print ISSN: 1053-4822
    Electronic ISSN: 1873-7889
    Topics: Economics
    Published by Elsevier
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