Adopting a quasi-experimental design with four points in measurement, this study developed and tested a model whose variables represented key elements of the sustainable career process as captured in ...up-to-date thinking. The model posited that employees' openness to experience and supervisor support for training would lead to increases in employees' job performance and employability via learning as the result of an employer-sponsored training course. Training represented the contribution of the employer, who is the other key stakeholder in sustainable careers. The model was tested on 334 salespersons who attended an in-house job training course. Job performance and employability, as assessed by line managers, increased substantially and significantly following the training with respect to their pre-training levels, and learning as a result of the training mediated the relationships of openness to experience and supervisor support with the increases in job performance and employability. Contrary to expectations of a positive synergy, a substitution effect was found between openness and supervisor support in fostering learning as result of training, and subsequently, increases in job performance and employability. The study provided a comprehensive albeit short-term picture of the sustainable careers process as conceptualized in the theoretical literature. In addition, it illustrated the effectiveness of job training in the enhancement of employability. The implications of the study for theory and further research on sustainable careers and employability are discussed.
•The study tested with a quasi-experiment a process model of key components of sustainable careers.•The model considered employer-sponsored training as the triggering event.•Employer-sponsored training increased employability and job performance.•Learning mediated the effects of openness and supervisor support for training.•There was a substitution effect of supervisor support for openness to experience.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Human resource (HR) practices are potent in shaping workplace social relationships, which play a crucial role in employees' well‐being. While the role of formal relationships (i.e., relationships ...based on prescribed work roles) has received relatively more research attention, little is known about the nexus between HR practices, informal relationships at work and employee well‐being. Drawing on social interdependence theory, we conducted two studies to investigate how high commitment work systems (HCWS) affect employee well‐being through workplace friendship, beyond the effects of formal interpersonal relationships. In Study 1, using time‐lagged data from a sample of 253 full‐time employees, we found that workplace friendship, a type of informal relationship at work, mediated the relationship between HCWS and employee well‐being. In addition, task interdependence strengthened the relationship between HCWS and workplace friendship as well as the indirect effect of HCWS on employee well‐being. In Study 2, we replicated these findings and extended them to multiple forms of well‐being using multilevel data collected at three time points from 310 employees in 61 organizations. Theoretical and practical implications of the findings as well as future research directions are discussed.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NUK, OILJ, SAZU, SBCE, SBMB, UL, UM, UPUK, VSZLJ
Drawing on the 4I organisational learning framework, this article develops a model to explain the multi‐level and cross‐level relationships between HRM practices and innovation. Individual‐, team‐ ...and organisational‐level learning stocks are theorised to explain how HRM practices affect innovation at a given level. Feed‐forward and feedback learning flows explain how cross‐level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual‐, team‐ and organisational‐level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.
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FZAB, GIS, IJS, IZUM, KILJ, NLZOH, NUK, OILJ, PILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
Linking Core Self-Evaluation to Creativity Zhang, Yejun; Sun, Jian-Min (James); Lin, Cai-Hui (Veronica) ...
Journal of business and psychology,
04/2020, Volume:
35, Issue:
2
Journal Article
Peer reviewed
Open access
Whereas core self-evaluation (CSE) has been proposed as an antecedent of creativity, surprisingly, little research has examined it. Extending prior research on CSE, this study investigates when and ...how CSE relates to creativity. Drawing on the approach/avoidance theoretical framework (Elliot & Thrash, 2002), we propose that employee’s knowledge sharing behavior serves as a mechanism that links CSE to creativity. We further examine the positive moderating effect of work meaningfulness as an activator of the approach tendencies of high-CSE employees. We tested our hypotheses using two-wave multi-source data from a sample of 200 researchers and their supervisors. The results fully supported our hypotheses, and offered both theoretical implications and practical implications.
Increasingly, organizations find that they need to be more flexible and innovative in responding to unexpected and emergent human resource (HR) issues affecting their members, such as outbreaks of ...infectious diseases (e.g., COVID-19) forcing massive transition to remote work, changes in industry landscape altering learning and development, and politically-driven global mobility regulations restricting people flow. Organizations have long utilized informal structures known as “skunk works”, flexible groups empowered to work rapidly with minimal management constraints, to address technological challenges. In this article, we aim to better understand when and how organizations similarly employ skunk works-like structures to help them deal with rapidly evolving HR-related challenges. We discuss three examples of organizations that have utilized this approach. We then integrate the learning insights from these examples to develop a framework supported by a set of research questions to guide future scholarship into HR skunk works. We emphasize that there are both benefits and drawbacks of innovative organizational structures for addressing HR challenges alongside regular, established ways of working.
•Organizations have long utilized informal structures known as skunk works to address technological challenges affecting products/services.•In a similar manner, skunk works teams may be assembled to generate solutions related to people management.•The COVID-19 pandemic is a stark example for how swiftly organizations need to respond to rapidly evolving HR-related challenges.•Three examples of skunk works teams illustrate unconventional routes to solutions for specific HR issues affecting organizational members.•We develop a framework for future research around the antecedents, processes and characteristics, moderators and outcomes of HR skunk works.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by ...marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.
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BFBNIB, FZAB, GIS, IJS, IZUM, KILJ, NLZOH, NUK, OILJ, PILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
This paper examines the mechanism through which HRM practices promote firms' innovation and how this relationship differs across cultures. Based on a data-set of 3755 firms from 13 countries, this ...study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms' market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms' product and process innovation. Cross-country examination further reveals that in high power distance countries employee-oriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.
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BFBNIB, IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
The human resource (HR) architecture model has been influential in the field of strategic human resource management since its inception. This study offers a comprehensive review on this model's ...contributions to management literature by analyzing 205 journal articles which have substantively cited the three classic articles on HR architecture. Specifically, we develop a framework along two dimensions (that is, the content and the use of the HR architecture model) based on which we systematically discuss the current findings in terms of the theoretical application, empirical validation, and extension and critiques of the HR architecture model. Based on the review, we identify the research gaps in the literature of HR architecture, propose important future research directions and discuss their implications.
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BFBNIB, IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
Informed by implicit leadership theories, this study investigates contemporary Chinese employees’ preferences for paternalistic leadership (including three components: moral leadership, benevolent ...leadership and authoritarian leadership) and transformational leadership. It further examines the relationship between power distance orientation, core self-evaluation (CSE) and leadership preferences. The study finds that contemporary Chinese employees most prefer moral leadership, but are also highly receptive to transformational leadership. They prefer authoritarian leadership least. Moreover, preferences for authoritarian leadership are predicated on followers’ power distance orientation. However, the opposite is true for moral leadership. CSE is positively related to followers’ preference for authoritarian leadership, benevolent leadership and transformational leadership, but not except for moral leadership. A positive interaction effect is found between power distance orientation and CSE with regard to authoritarian leadership preference. The theoretical and practical implications of the findings are discussed.
A twenty-year study of the Human Resource （HR） practices- outcome relationship has found that more rigorous methodologies have been adopted over time. However, several problematic features such as ...cross-sectionaL single-informant, and single-level designs continue to be adopted （Bainbridge et al., Human Resource Management, 2016）. Responding to calls for increased contextualization of research by investigating the relationship between the location of data collection and the methodological choices of researchers, this study answers the question ＂How unique are the methodological choices of HR research conducted in Asia？＂ Applying content analysis to 241 published articles, we compare internal, external, construct and statistical conclusion validity of studies collected in North America （n~66）, Europe （n=95） and Asia （n=80, including 57 studies from China）. Results show that despite similarities in cross-sectional, single-informant and single-level designs across regions, research conducted in Asia is mainly undertaken via field studies, using subjective outcome measures at the organizational level, following a post-predictive design. In addition, studies from Asia are more recent, and show a shorter time gap between data collection and publication. Theoretical and practical implications embedded in the dynamic context of Asia in general, and China more specifically are discussed.
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