Digital technology brings opportunities and challenges for human resource management (HRM). However, little is understood about how the compatibility between employees’ needed and organizations’ ...supplied digitalization of HRM (DHRM) is associated with employee outcomes. In this study, we drew on the person-environment (P-E) fit theory and utilized a manager-employee paired sample from 205 firms to explore the relationship between fit in employees’ needed and organizations’ supplied DHRM (i.e., algorithmic recording and automatic analysis) and employees’ cognitive responses. Results indicate that fit in DHRM is a double-edged sword. While fit in the algorithmic recording is positively related to perceived insider status, fit in the automatic analysis is negatively related to competence mobilization. Furthermore, the relationship between misfit in DHRM and employees’ cognitive responses is moderated by leaders’ influence tactics in terms of leader empathy and coalition influence tactics. This study enriches research on DHRM by examining fit from a dyadic perspective.
Service failures represent temporary or permanent interruptions of the customer’s regular service experience. Although the literature identifies an extensive set of organizational alternatives for ...recovering from service failures, researchers have approached these responses as discrete organizational actions that are loosely connected to the dynamic nature of the recovery experience. In this article, we address this shortcoming by introducing the idea of the service recovery journey (SRJ). We first conceptualize the SRJ as the outcome of a service failure that is composed of three phases: prerecovery, recovery, and postrecovery. We then synthesize the organizational responses to service failures reported in 230 journal articles and integrate them with the novel SRJ perspective. Thereafter, we provide an extensive set of questions for future research that will expand our knowledge about the prerecovery, recovery, and postrecovery phases and address the interaction between the customer’s regular journey and the SRJ. Finally, we outline six considerations for recovery research seeking to affect business practice and discuss the managerial implications of adopting an SRJ perspective.
Professor David P. Lepak Kraimer, Maria; Jiang, Kaifeng
Human resource management journal,
April 2018, 2018-04-00, 20180401, Letnik:
28, Številka:
2
Journal Article
We offer our response to the two Invited Reaction papers that identify interesting and legitimate challenges to our theorizing study. In the sense-making process of interpreting the critiques, we ...discovered that the challenges were rooted in deeper issues related to broader theory building processes and approaches. Thus, our response is particularly focused on exploring how these challenges may inform and guide future theorizing efforts. We organize our response in four primary aspects raised: (1) generalizing from small N samples, (2) singularity in the unit of theory, (3) challenges associated with typological theories, and (4) challenges in the theoretical specification process. We hope that our theorizing and the ongoing dialogues establish a solid starting point that identifies promising opportunities for future human resource development research and generates more interest that other scholars will extend our theorizing and validation efforts.
The workforce ageing phenomenon is recently affecting most of the Organisation for Economic Co-operation and Development (OECD) member countries, due to a general ageing of their populations and a ...higher average retirement age of the workforce. In this paper, the topic of ageing workforce management is addressed from a production research standpoint, with the aim of understanding how older workers can be supported and involved in a manufacturing system. First, the current state of the art related to the ageing workforce in production systems is presented. This is structured according to four main topics: (1) analysis and evaluation of ageing workers' functional capacities, (2) consideration of ageing workers' capacities in industrial system modelling and management, (3) analysis and exploitation of ageing workers' expertise, (4) acknowledgement, analysis, design and integration of supporting technologies. Next, the discussion on the impact of the ageing workforce on manufacturing systems' performances leads to the comparison of some technological advances that are related to the Industry 4.0 paradigms. Finally, a future research agenda on this topic is proposed, based on the same topics classification proposed for the literature analysis. Five different research areas are derived, suggesting future directions for appropriate research concerning the employ of older workers in production environments.
Drawing on a dataset constructed from a parallel series of nationally representative surveys of multinational companies (MNCs), we compare the performance management (PM) practices of MNCs in the UK, ...Ireland, Canada, Spain, Denmark and Norway. In each country we analyze data relating to MNCs from that country and of the foreign affiliates of US MNCs. We argue that there is evidence of standardization in the nature of practices across countries, particularly evident in the analysis of US MNCs. Standardization of practices among MNCs is also evident in the rather limited variation in practices between US and indigenous MNCs within each country. Moreover, even where there is evidence of variation across and within countries, this cannot be fully explained by adaptation to local institutional constraints but rather can be seen as the product of how distinct national contexts can promote the take-up of practices.
Predictions are that sustainability becomes the next big topic for Human Resource Management after internationalization and globalization. This book gives new answers to these questions: - How can ...HRM contribute to attracting, developing and retaining highly qualified human resources over time? - How can a paradox perspective contribute to understanding and coping with paradoxical tensions? - How can sustainability be used as a ‘deliberate strategy’ for HRM? The conceptual part of the book looks at the notion of sustainability, opens it up for Strategic HRM and identifies blind spots in Strategic HRM theory. Paradox theory is introduced as an analytical framework for Sustainable HRM. Initial suggestions are made for sustainability strategies and for coping with paradoxes and tensions. The exploratory part examines how 50 European Multinationals communicate their understanding of sustainability and HRM and which HR issues and practices they are linking to the topic.
Artificial intelligence (AI) is widely heralded as a new and revolutionary technology that will transform the world of work. While the impact of AI on human resource (HR) and people management is ...difficult to predict, the article considers potential scenarios for how AI will affect our field. We argue that although popular accounts of AI stress the risks of bias and unfairness, these problems are eminently solvable. However, the way that the AI industry is currently constituted and wider trends in the use of technology for organising work mean that there is a significant risk that AI use will degrade the quality of work. Viewing different scenarios through a paradox lens, we argue that both positive and negative visions of the future are likely to coexist. The HR profession has a degree of agency to shape the future if it chooses to use it; HR professionals need to develop the skills to ensure that ethics and fairness are at the centre of AI development for HR and people management.
Practitioner notes
The use of artificial intelligence (AI) for human resources (HR) and people management is currently in its infancy
It is possible to conceive of optimistic and pessimistic accounts of how AI might affect HR and people management. A paradox lens suggests both will likely coexist in our immediate future
Without regulation, existing approaches to people management could lead to AI that dramatically reduces worker autonomy and ramps up effort and stress
The ethical values and practical insights of the HR profession are important if this ‘bad AI’ is to be contained
An ethical approach to AI for HR involves the full involvement of workers and stakeholders in the design and deployment of AI systems
PurposeThe purpose of this paper is to examine organizational attractiveness as a mechanism through which adoption of green human resource management (GHRM) practices affects potential employees’ ...intent to pursue career in an organization. Specifically, an integrative moderated mediation model with employees’ personal environmental orientation as moderator of the above-stated relationship was proposed.Design/methodology/approachThe sample comprised 172 final-year engineering students registered in a four-year undergraduate program in one of the top higher education institutes in India. SPSS 24 was used to test the moderated mediation model with the help of hierarchical regression procedures.FindingsResults provided support for the moderated mediation model in which the indirect effect of GHRM on job pursuit intention through organizational attractiveness was moderated by environmental orientation of prospective applicants.Practical implicationsResults highlight the potential of GHRM in turning the organizations into talent magnets. This knowledge will motivate practitioners to effectively integrate GHRM with human resource policies, practices and employee initiatives for attracting quality applicants.Originality/valueThis research by presenting the positive outcomes of GHRM for the organizations contributes to scant academic literature on sustainable human resource management which is deficient with regard to knowledge around its consequences.
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