Previous studies have shown that online labor platforms want to have their cake and eat it too by implementing human resource management (HRM) activities to control gig workers who ought to be ...autonomous in their work. Our empirical study shows that using HRM activities to control gig workers creates institutional complexity and explores the strategies adopted by platform firms to address this complexity. Based on case studies of two meal-delivery platforms in the Netherlands (Uber Eats and Deliveroo), we identify freelance-related HRM activities that create tensions between the market and corporation logics. We show that online labor platforms rely on response strategies that integrate/balance, rather than rule out competing logics, including creating novel forms of HRM outsourcing, HRM devolution, and covert HRM implementation to control gig workers while simultaneously upholding their freelance status. Furthermore, we show that these response strategies are enabled by information technologies and the marketplaces that online labor platforms create, allowing for more experimental and dynamic approaches to HRM than so far theorized. The main implication of these findings is that the HRM activities for gig workers are simultaneously the source of, and the solution to, the institutional complexity associated with HRM for controlling freelance gig workers.
This study investigated the interrelationship among free time activities, emotional intelligence and job involvement. Data was derived from 209 frontline employees of five-star hotels in Taiwan. ...Results demonstrate that different free time activities had different effects on emotional intelligence and job involvement. Emotional intelligence had positive influence on job involvement, while the relationship between most free time activities and job involvement was mediated by emotional intelligence. Results of this study can enrich the literature on human resource management, organizational behavior and tourism management with practical solutions to improve emotional intelligence and job involvement.
In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer ...a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees' perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager - employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HRM department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.
Although the strategic human resource management (SHRM) stream of research has made impressive progress in recent years, the majority of it has become centered on the "universalistic" relationship of ...a particular kind of human resource system, most commonly labeled as a "high-performance work system," with firm-level dependent variables. We argue that a broader perspective on strategy applied to human resource management (HRM) leverages strategic factor market theory within the resource-based view of the firm to suggest novel kinds of research questions for SHRM. In particular, we highlight four specific underresearched areas of inquiry for SHRM: (1) HRM capabilities, (2) intangible strategic assets, (3) the "market" for HR practices, and (4) complementarities. Our discussion of these topics shares a common emphasis on the causes and consequences of firm-level heterogeneity with respect to HRM. The strategic perspectives discussed in this paper suggest new ways to consider where, in the relationship between HRM and firm performance, such heterogeneity and, relatedly, competitive advantage through people, may be found.
The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a ...necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, 'rest of the world', context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.
Based on the social exchange theory and on ageing and life-span theories, this paper aims to examine: (1) the relationships between perceived availability and use of HRM practices, and employee ...outcomes (i.e. work engagement and employability); and (2) how employee age moderates these relationships. Using a sample of Nmaximum = 1589 employees, correlational analyses and multiple hierarchical regression analyses were conducted. First, confirming our hypotheses, results showed predominantly positive relationships between work engagement and both perceived availability and use of development HRM practices, such as HRM practices related to learning, development, and incorporating new tasks. The study outcomes opposed, however, our hypotheses with predominantly negative relationships between work engagement and perceived availability and use of maintenance HRM practices. Predominantly positive relationships were furthermore found, as was hypothesized, between employability and perceived availability and use of development as well as maintenance HRM practices. Generally speaking, these results were not more pronounced for any of the age groups. That is, age appeared to not play any significant moderating role. Research limitations, implications for practice and directions for future work are also discussed.
Purpose
Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work ...behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE).
Design/methodology/approach
Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses.
Findings
The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships.
Practical implications
The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes.
Originality/value
This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.
This book brings together research at the intersection of music, cultural industries, management, antiracist politics and gender studies to analyse music as labour, in particular highlighting social ...inequalities and activism. Providing insights into labour processes and practices, the authors investigate the changing role of manifold actors, institutions and technologies and the corresponding shifts in the valuation and evaluation of music achievements that have shaped the relationship between music, labour, the economy and politics. With research into a variety of geographic regions, chapters shed light on the various ways by which musicians’ work is performed, constructed and managed at different times and show that musicians’ working practices have been marked by precarity, insecurity and short-term contracts long before capitalism invited everybody to ‘be creative’. In doing so, they specifically examine the dynamics in music professions and educational institutions, as well as gatekeepers and mechanisms of inclusion and exclusion. With a specific emphasis on inequalities in the music industries, this book will be essential reading for scholars seeking to understand the collective actions and initiatives that foster participation, inclusion, diversity and fair pay amongst musicians and other workers.
Workplace loneliness has an adverse effect on both the employees and the organizations. Despite it being a pervasive issue, workplace loneliness has received scant attention in the domain of human ...resource management. To address the gap, we investigated the antecedent (core self-evaluation) and consequence (emotional exhaustion) of workplace loneliness. Results from 1247 professionals from two different occupational groups revealed that workplace loneliness mediates the relationship between core self-evaluation and emotional exhaustion. In addition, we tested the linkage between loneliness and emotional exhaustion among employees having different levels of leader-member exchange (LMX). Contrary to general belief, we found support to our assertion that the relationship between loneliness and emotional exhaustion is severe for employees having higher levels of LMX, compared to their counterparts having lower levels of LMX. Our study offers important implications for theory and practice.
In this paper, we explain how ambidexterity, the simultaneous pursuit of exploration and exploitation, is enabled at the individual level of analysis. Research on ambidexterity has been dominated by ...theoretical approaches focusing on the organisational level; however, we know little about how ambidexterity is enacted by employees. There is also limited work on the multilevel aspects of individual employee actions, for example, particular roles and specifically the level of seniority of the role. We address these gaps by asking: Which individual actions are undertaken by employees at particular levels of seniority in the organization to enable ambidexterity? In order to answer this question we draw on previous research to construct reliable measures of the individual actions that enable ambidexterity. The hypothesized mediation effect of these individual actions is confirmed on the basis of survey data from 212 employees from a UK-based Professional Service Firm. The findings indicate that senior employees are more likely to use 'integration', 'role expansion' and 'tone setting', whilst employees with specialist knowledge about their clients use 'gap filling' to enable ambidexterity. Finally, we draw together these findings with 35 interviews conducted to present the HRM practices which support ambidexterity.
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