Psychological contract theory is increasingly gaining traction as a means of examining the linkages (black box) between Human Resource Management (HRM) and performance. This paper systematically ...reviews the existing psychological contract research conducted in Asia over the period from 1998-2019. It takes an important step towards building an understanding of psychological contract theory in Asia while also making a critical contribution to the broad domains of HRM and employment relationship. In our review of 96 articles, we consider the two dominant themes that capture the psychological contract evaluation and content in Asia and highlight the theoretical, methodological and contextual gaps in the literature. We also offer specific guidance in the form of potential future research directions and conclude by discussing theoretical and practical implications of the analysis.
•Systematically examines the existing psychological contract research on Asia over the past 21 years.•Reviews the two dominant themes of psychological contract evaluation and psychological contract content in Asia.•Proposes potential future research directions in the field of psychological contract in Asia.
This research examines the relationship between innovation‐led strategy and innovation‐led HR policy (hereafter, management initiatives) and innovation performance. Our research model is theorized ...and tested in the Vietnamese context, based on the servant leadership theory and componential theory of creativity. We draw upon constructs of management initiatives, servant leadership, employee creativity, and firm innovation to hypothesize serial mediation mechanisms linking management initiatives to firm performance. Using a multilevel sample of 56 service firms, we conduct multilevel path analyses. We find that (a) individual‐level servant leadership mediates the top‐down relationship between management initiatives and employee creativity, (b) employee creativity mediates the bottom‐up relationship between individual‐level servant leadership and firm‐level innovation, and (c) firm‐level innovation mediates the bottom‐up relationship between employee creativity and firm‐level market performance. We conclude by discussing both theoretical and practical implications.
In this article, we highlight the significance and need for conducting context-specific human resource management (HRM) research, by focusing on four critical themes. First, we discuss the need to ...analyze the convergence-divergence debate on HRM in Asia-Pacific. Next, we present an integrated framework, which would be very useful for conducting cross-national HRM research designed to focus on the key determinants of the dominant national HRM systems in the region. Following this, we discuss the critical challenges facing the HRM function in Asia-Pacific. Finally, we present an agenda for future research by presenting a series of research themes.
•Determinants, nature and patterns of HRM systems in Asia-Pacific•Convergence-divergence of HRM in Asia-Pacific•Challenges for HRM in Asia-Pacific•Framework for analyzing context-specific nature of HRM•Future research agenda for the field of HRM in Asia-Pacific
•Four forms of breach were identified.•Breach can take diverse forms, entailing varying levels of dark side intensity.•Clear and open communication between the consulting and client teams is crucial.
...While there is an increasing awareness of the importance of developing successful business-to-business relationships, little research has explored the dark side of these relationships. We drew upon the concept of psychological contract, underpinned by social exchange theory to examine breach and the dark side of business-to-business relationships. We conducted in-depth interviews with 24 consultants in the UK and found that breach could take varying forms, resulting in differing levels of intensity of the dark side. The four theoretical categories of breach were classified as minor infractions, negative disruptions, intensified adverse events, and intolerable transgressions, which correspond to low, moderate, high, and very high levels of the dark side of business-to-business relationships, respectively. The dark side behavioral outcomes were identified as self-adjusting, renegotiating, escalating, and departing. We develop a set of research propositions, integrating and extending the business-to-business and psychological contract literature. We also highlight key implications for theory and practice.
Extensive globalisation has presented several sustainability challenges highlighted in the United Nation's Sustainable Development Goals. These include the environmental impact of global product ...procurement and manufacturing and the irregular treatment of indigenous workers in developing countries. Thus, reshoring, defined as a firm's voluntary strategy to partially or totally relocate production to the home country, is gaining traction. However, most research on reshoring focuses on firms, leaving the consumers’ perspective under‐researched. Here, we examine British consumers’ perspectives on reshoring to the UK and sustainability. By employing the theoretical lens of connectedness, anchored in attachment theory, we conducted 30 in‐depth interviews using projective techniques and analysed the data using the constant comparison method. We found that consumers not only positively viewed their connectedness with the concept of reshoring from a sustainability perspective, but also appraised it from a global perspective, demonstrating empathy towards the host country. Further, they doubted corporations’ motives regarding reshoring. Three theoretical dimensions emerged based on consumers’ connectedness with reshoring and sustainability, specifically, supporting reshoring conditionally, inclusive reshoring, and doubting reshoring.
•Extends ambidexterity literature.•Leader’s social intelligence has a positive impact on creativity.•Leader’s ambidexterity is penetrating employee behavior.•Environment influences more expoitation ...than exploration.
By proposing an integrative multilevel framework, this paper analyzes the simultaneous impact of two internal micro-antecedents (i.e., leader’s social intelligence and employee’s work engagement) and one external macro-antecedent (i.e., dynamically changing environment) of organizational ambidexterity on two dimensions of organizational performance (i.e., creativity and productivity) through the simultaneous pursuance of organizational exploration and exploitation by firms. The analysis is based on a sample of 657 Greek employees working in 99 private organizations, by adopting a multi-level structural equation modeling via Mplus. The findings reflect that leader’s social intelligence has higher positive impact on creativity through exploration activities, compared to productivity through exploitation activities. Additionally, the dynamically changing environment has a lower positive impact on creativity compared to the positive impact on productivity. This study contributes to the field of ambidexterity and behavioral integration literature by simultaneously examining micro- and macro-antecedents and consequences of organizational ambidexterity.
Summary
Presenteeism refers to working despite ill health that might otherwise warrant sickness absence. Estimated to cost tens of millions of dollars in lost productivity, the concept has attracted ...the attention of different academic disciplines, policymakers, and practitioners interested in mitigating the problem. Although a topic of significant interest, the current understanding of presenteeism is compromised by a number of conceptual and methodological factors that follow from one another. We begin this introductory article by providing a brief overview on three specific challenges, namely, (1) presenteeism ill‐defined as a unitary construct, (2) narrowness of approaches to measure and study presenteeism, and (3) insufficient research on the social and relational dynamism that characterizes presenteeism. We then provide an overview of the eight articles that comprise this issue and analyze how they address the aforementioned three challenges by adopting alternative theoretical frameworks, utilizing new measurement approaches, and/or by shedding light on the dynamic nature of presenteeism. Finally, we discuss fresh perspectives and promising directions for future research endeavors on this topic, with the hope that this issue will inspire further research on the practical implications of presenteeism for promoting positive health and well‐being at the workplace.
The complexity of performance evaluation and the insufficiency of objective measures to make informed performance decisions is an ongoing challenge. We suggest that extracting supportive information ...from social cues during supervisor–subordinate interactions can aid in navigating these complexities. The current study assesses how signals transmitted during supervisor–subordinate interactions play a crucial role in providing additional information for evaluations. We propose the ‘signalling chain’ concept based on signalling theory, which elaborates on the reciprocal exchange of signals between the sender and receiver, ultimately mitigating information asymmetry for both parties. We collected data from 253 matched supervisor–subordinate dyads to study the proposed relationships and analysed the data using structural equation modelling techniques. The findings show that the supervisor's signals of liking and relational fairness from interpersonal affect and interactional justice positively influence the subordinate's organizational commitment. The findings also suggest that subordinates reciprocate their obligation to the supervisor by being committed to the organization that counter‐signals involvement and identification to supervisors and aid in performance evaluation. We discuss the theoretical and practical implications of our study and offer future research directions.
Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that ...whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually- and organizationally-oriented dimensions of citizenship behavior.
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