Abundant research has documented a gender pay gap; women earn less than men, all else being equal. Against the backdrop of an overall female penalty, we propose that the widespread adoption of ...diversity goals in organizations creates a female premium for certain women. We integrate the economic principle of supply and demand with theory from the field of strategic human resource management and theorize that individuals perceive high-potential women—who have the abilities needed to reach the upper echelons of organizations, where women remain underrepresented—as more valuable for achieving organizational diversity goals than high-potential men and, in turn, reward them with higher pay. Two field studies (Studies 1 and 3) and two laboratory experiments (Studies 2 and 4) reveal a female premium that is unique to high-potential women (Studies 1 and 2), driven by perceptions that high-potential women have more diversity value than high-potential men (Studies 2 and 4), and larger in contexts where diversity goals are stronger (Studies 3 and 4). Our theory and findings challenge the assumption that the gender pay gap uniformly disadvantages women and offer new insight into why and when the female penalty reverses and becomes a female premium.
As an emerging concept, employee green advocacy has received increasing attention in the research of marketing and business circles. However, few studies have examined the influence of green human ...resource management (GHRM) on employee green advocacy. Therefore, this study aims to explore the influence of GHRM on employee green advocacy and investigates the mediation role of green passion and the moderator role of supervisory support for the environment. Data collected from 334 employees from 15 companies in China at three time points. The results suggest that GHRM positively impacts green passion and employee green advocacy, green passion positively impacts employee green advocacy, green passion partially mediates the relationship between GHRM and employee green advocacy. Additionally, supervisory support for the environment moderates the positive relationship between GHRM and green passion and employee green advocacy.
Green human resource management (GHRM) and corporate social responsibility (CSR) have recently gained more attention in the business world. This study aims to investigate the role of corporate ...support for employee volunteering (CSEV) in strengthening the impact of GHRM on adopting CSR practices of the best 30 firms registered in EGX100 at the Egyptian stock exchange and engaged with CSR activities. Therefore, a conceptual framework was proposed to list theoretical concepts of GHRM, CSEV and CSR to form hypotheses. Data were collected from 326 respondents occupying the highest managerial positions in the studied firms. Using a structural equation model (SEM), the results indicate that both GHRM and CSEV influence positively on adopting CSR activities. Furthermore, CSEV plays a positive moderating role in strengthening the impact of GHRM on adopting CSR in the studied firms. These findings and their managerial implications were discussed in theory and practice.
We identified policy implications of organizational behavior and human resource management (OBHRM) research based on reviewing 4,026 articles in 10 journals (2010–2019). We found that policy ...implications are underutilized and not part of OBHRM's zeitgeist because only 1.5% of articles (i.e., n = 61) included them, suggesting that OBHRM risks becoming societally irrelevant. Societal irrelevance may result in lower perceived value-added, less prestige and status compared to other fields that do offer implications for policy, and less support regarding research funding. However, we see potential for OBHRM research to make meaningful contributions to policy-making in the future because we uncovered several areas that do offer some policy implications, such as labor relations, leadership, training and development, justice and fairness, and diversity and inclusion. We offer a dual theory–policy research agenda focused on (a) designing empirical studies with policy-making goals in mind; (b) converting existing exploratory and explanatory research to prescriptive and normative research; (c) deriving policies from bodies of research rather than individual studies; and (d) creating policies based on integrating theories, fields, and levels of analysis. We hope our article will be a catalyst for the creation and implementation of research-based policies in OBHRM and other management subfields.
Artificial intelligence (AI) has been presented as a powerful tool in human resource management (HRM), but little academic research exists on the topic. The present study introduces the technology, ...organization, and environment (TOE) model from information systems research and integrates it with the transaction cost theory to better understand the facilitators and the constraints of companies' AI adoption behavior during employee recruitment. Survey results from 297 Chinese companies suggest that companies' perceived complexity toward AI constrains AI adoption, while technology competence and regulatory support encourage AI adoption. Relative advantages of AI technology, company size, and industry have no significant impact on AI usage. The findings also demonstrate the moderating effects of transaction costs on the influential power of technological complexity and organizations' technology competence.
The purpose of this study is to explore the influence of intellectual capital (IC) on firm performance, considering the mediating role of innovation speed and quality. We develop a research model ...based on the IC perspective and innovation literature. We test the model by using structural equation modeling to analyze data collected from 328 high-technology firms in China. The results show that the three components of IC, namely human capital, structural capital, and relational capital, are positively related to innovation speed and quality, which in turn facilitate the operational and financial performance of a firm. The impacts of human and structural capital on financial performance are fully mediated by innovation speed and quality, whereas the impact of relational capital on financial performance is partially mediated. Innovation speed and quality partially mediate the effect of IC on operational performance. As one of the first studies to investigate how IC may influence firm performance through the mediating effects of innovation speed and quality, this study not only contributes to HRM literature on IC and innovation, but also offers managers with insights on how to align their HRM strategies and practices to develop IC when pursuing innovation and performance outcomes.
The rapidly growing number of people who find work via online labor platforms are not employees, nor do they necessarily fit traditional conceptualizations of independent contractors, freelancers, or ...the self-employed. The ambiguous nature of their employment status and its implications for worker well-being have attracted substantial controversy, but to date most empirical research in this area has focused on the market efficiency of a single platform rather than on workers themselves and related human resource management issues. Research progress will require understanding how online labor platform work differs from other types of nonstandard employment arrangements, as well as critical differences across labor platform firms in how work and workers are managed. This paper proposes a conceptual classification framework to facilitate research on the attitudes, experiences, and outcomes of workers who use these platforms. We explore how labor platform firms' operational choices shape how control is allocated across workers, clients, and the firm, and how they influence workers' autonomy, incentives, and degree of economic dependence on the firm. Implications for theory development, research, and managing worker-firm relations are discussed.
A substantial body of research has examined how employee reports of human resource management (HRM) practices relate to employee performance, yet it only acknowledges to a limited extent that ...different types of employee reports of HRM exist. This study differentiates descriptive reports of HRM practices which reflect employee experiences of the implementation of HRM activities and evaluative reports of HRM practices that gauge employees' judgement of their effectiveness, quality and/or utility. By applying a meta-analytical approach, we find that descriptive reports of HRM practices are more positively related to personal and job resources (e.g. skills, empowerment, and supportive relationships) and that evaluative reports of HRM practices are more positively related to job attitudes (i.e. job satisfaction and commitment). We further find that personal/job resources and job attitudes partially mediate the positive relationship between employee-reported HRM practices and employee performance. We recommend that future studies distinguish between different types of employee reports of HRM, more clearly conceptualize the notion of employee-reported HRM practices, and examine the differential relationship between descriptive versus evaluative employee reports of HRM practices and employee outcomes.
Continuing advances in digital technology are producing widespread changes in work and its management, particularly where work is performed away from an employer's premises through remote working. ...Whilst such changes can offer remote workers greater temporal and locational flexibilities, there is growing concern that their work is being insidiously commodified in line with Labour Process Theory to enhance the position of firms in Global Value Chains (GVCs). Integrating insights from these frameworks and relevant fields of scholarship, we examine how the nature and location of remote work and its HRM are being recontextualised. Our systematic analysis of peer-reviewed published empirical findings demonstrates the need to broaden the existing firm-centric focus of the GVC literature to encompass workers and their HRM, particularly as there are increasing numbers of workers operating outside firms using digital technology. It also reveals that the digitisation of the labour process is generating a spectrum of nuanced and unfolding implications for remote workers and their HRM, and a complexity of spatial reconfigurations, which provoke debate and agendas for future research and HRM practice.
Information technology (IT) and space are sociomaterial dimensions of organizations that Human Resource Management (HRM) often take for granted, discounting how workers enact them in practice. With ...digital technologies rapidly changing the spaces of work, this paper proposes a framework for HRM to appreciate the role of the lived, affective experience of IT-enabled (physical and virtual) hybrid workspaces. We integrate the information systems (IS) literature on sociomaterial practices and insights on organizational space to suggest implications for HRM practice and pathways for future research on how virtual and physical spaces are related and lived in the emergence of new hybrid workplaces and practices.
PDF