Personnel ReviewTable of Contents for Personnel Review. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0048-3486/vol/53/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPersonnel ReviewEmerald Publishing LimitedPersonnel ReviewPersonnel Reviewhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/0fe75a5189c2ea3f123621d098ddd03e/urn:emeraldgroup.com:asset:id:binary:pr.cover.jpghttps://www.emerald.com/insight/publication/issn/0048-3486/vol/53/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTransactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites usehttps://www.emerald.com/insight/content/doi/10.1108/PR-12-2020-0894/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to investigate the predictive influence of transactional leadership on employee green creative behaviour (GCB) and the mediating role of workplace learning and green knowledge management (GKM) in this relationship. Based on the leader–member exchange (LMX) theory. This study also uses moderated mediation analysis to investigate social networking sites (SNS) use as a moderator to better understand the indirect relationship between transactional leadership and employee GCB. The data for this quantitative study were collected using a time-lag technique, with two time waves apart by two months. The final sample for the study included 294 employee–supervisor dyads from small and medium-sized tourism enterprises in the north eastern part of China. Findings supported the study's proposed hypotheses, indicating that transactional leadership has a significant impact on workplace learning and GKM, as well as a significant role of mediators (workplace learning and GKM) in the relationship between transactional leadership and employee GCB. Furthermore, SNS use significantly moderated the impact of both mediators in establishing a link between transactional leadership and employee GCB. This study offers new perspectives and insights for entrepreneurs, decision-makers, academics and tourism sector experts by identifying and putting into practise the predictive role of transactional leadership in innovative behaviours. This study also suggests that small and mid-sized travel agencies should focus on workplace learning, GKM and SNS use to promote environment-friendly creative employee behaviour.Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use
Xuerui Cai, Naseer Abbas Khan, Olga Egorova
Personnel Review, Vol. 53, No. 2, pp.317-335

The purpose of this study is to investigate the predictive influence of transactional leadership on employee green creative behaviour (GCB) and the mediating role of workplace learning and green knowledge management (GKM) in this relationship. Based on the leader–member exchange (LMX) theory. This study also uses moderated mediation analysis to investigate social networking sites (SNS) use as a moderator to better understand the indirect relationship between transactional leadership and employee GCB.

The data for this quantitative study were collected using a time-lag technique, with two time waves apart by two months. The final sample for the study included 294 employee–supervisor dyads from small and medium-sized tourism enterprises in the north eastern part of China.

Findings supported the study's proposed hypotheses, indicating that transactional leadership has a significant impact on workplace learning and GKM, as well as a significant role of mediators (workplace learning and GKM) in the relationship between transactional leadership and employee GCB. Furthermore, SNS use significantly moderated the impact of both mediators in establishing a link between transactional leadership and employee GCB.

This study offers new perspectives and insights for entrepreneurs, decision-makers, academics and tourism sector experts by identifying and putting into practise the predictive role of transactional leadership in innovative behaviours. This study also suggests that small and mid-sized travel agencies should focus on workplace learning, GKM and SNS use to promote environment-friendly creative employee behaviour.

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Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use10.1108/PR-12-2020-0894Personnel Review2023-02-20© 2023 Emerald Publishing LimitedXuerui CaiNaseer Abbas KhanOlga EgorovaPersonnel Review5322023-02-2010.1108/PR-12-2020-0894https://www.emerald.com/insight/content/doi/10.1108/PR-12-2020-0894/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Creating resource passageways in cross-cultural virtual work teams: a longitudinal field studyhttps://www.emerald.com/insight/content/doi/10.1108/PR-10-2021-0719/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLens of conservation of resources (COR) theory has been used to study how organizations can create resource passageways for their employees via managers. This has been examined in cross-cultural virtual work teams distributed across time and space within the high-resource loss context of the COVID-19 pandemic. Longitudinal field design was used in a transnational organization involving data collection at three times over eight months. At Time 1, qualitative methodology was used to propose a conceptual model. At Time 2 and Time 3, an online survey was used to collect data for 205 virtual work teams across 10 countries in the Asia–Pacific region pre and post “manager as coach” training respectively. Using COR theory, the study highlights that “manager as coach” training is an effective resource for managers in the high resource depletion context of the pandemic. Access to timely support increases saliency for the resource-gain spiral and has a cross-over impact on virtual work team outcomes suggesting transferability of resources from managers to subordinates. Also, managers across all nationalities view coaching training as an equally valuable resource. The study provides evidence for investment in timely and relevant support for managers to positively and swiftly impact virtual work teams during high-resource loss contexts. The study expands COR crossover theory across space and time dimensions using a longitudinal field research design.Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study
Prabhjot Kaur, Anupama Prashar, Jyotsna Bhatnagar
Personnel Review, Vol. 53, No. 2, pp.336-352

Lens of conservation of resources (COR) theory has been used to study how organizations can create resource passageways for their employees via managers. This has been examined in cross-cultural virtual work teams distributed across time and space within the high-resource loss context of the COVID-19 pandemic.

Longitudinal field design was used in a transnational organization involving data collection at three times over eight months. At Time 1, qualitative methodology was used to propose a conceptual model. At Time 2 and Time 3, an online survey was used to collect data for 205 virtual work teams across 10 countries in the Asia–Pacific region pre and post “manager as coach” training respectively.

Using COR theory, the study highlights that “manager as coach” training is an effective resource for managers in the high resource depletion context of the pandemic. Access to timely support increases saliency for the resource-gain spiral and has a cross-over impact on virtual work team outcomes suggesting transferability of resources from managers to subordinates. Also, managers across all nationalities view coaching training as an equally valuable resource.

The study provides evidence for investment in timely and relevant support for managers to positively and swiftly impact virtual work teams during high-resource loss contexts.

The study expands COR crossover theory across space and time dimensions using a longitudinal field research design.

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Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study10.1108/PR-10-2021-0719Personnel Review2023-02-14© 2023 Emerald Publishing LimitedPrabhjot KaurAnupama PrasharJyotsna BhatnagarPersonnel Review5322023-02-1410.1108/PR-10-2021-0719https://www.emerald.com/insight/content/doi/10.1108/PR-10-2021-0719/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploitative leadership and counterproductive work behavior: a discrete emotions approachhttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2021-0131/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntegrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships. Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses. The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear). Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal. First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.Exploitative leadership and counterproductive work behavior: a discrete emotions approach
Limin Guo, Jinlian Luo, Ken Cheng
Personnel Review, Vol. 53, No. 2, pp.353-374

Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.

Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.

The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).

Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.

First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.

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Exploitative leadership and counterproductive work behavior: a discrete emotions approach10.1108/PR-02-2021-0131Personnel Review2023-02-20© 2023 Emerald Publishing LimitedLimin GuoJinlian LuoKen ChengPersonnel Review5322023-02-2010.1108/PR-02-2021-0131https://www.emerald.com/insight/content/doi/10.1108/PR-02-2021-0131/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A systematic review on well-being and ill-being in working contexts: contributions of self-determination theoryhttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0812/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestNo systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being. This systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence. Results reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health. Results provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health. An unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.A systematic review on well-being and ill-being in working contexts: contributions of self-determination theory
Paula Martins Nunes, Teresa Proença, Mauro Enrique Carozzo-Todaro
Personnel Review, Vol. 53, No. 2, pp.375-419

No systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.

This systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.

Results reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.

Results provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.

An unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.

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A systematic review on well-being and ill-being in working contexts: contributions of self-determination theory10.1108/PR-11-2021-0812Personnel Review2023-02-28© 2023 Paula Martins Nunes, Teresa Proença and Mauro Enrique Carozzo-TodaroPaula Martins NunesTeresa ProençaMauro Enrique Carozzo-TodaroPersonnel Review5322023-02-2810.1108/PR-11-2021-0812https://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0812/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Paula Martins Nunes, Teresa Proença and Mauro Enrique Carozzo-Todarohttp://creativecommons.org/licences/by/4.0/legalcode
The relationships among workplace role modeling, learning goal orientation and proactive behaviorhttps://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0431/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlthough learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior. A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan. The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO. As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results. Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior. This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.The relationships among workplace role modeling, learning goal orientation and proactive behavior
Makoto Matsuo
Personnel Review, Vol. 53, No. 2, pp.420-434

Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.

A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.

The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.

As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.

Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.

This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.

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The relationships among workplace role modeling, learning goal orientation and proactive behavior10.1108/PR-06-2022-0431Personnel Review2023-02-16© 2023 Emerald Publishing LimitedMakoto MatsuoPersonnel Review5322023-02-1610.1108/PR-06-2022-0431https://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0431/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politicshttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0800/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator. Survey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses. FWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high). FWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited. Family social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement. This study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics
Chang Su, Mingjian Zhou, Yixin Yang
Personnel Review, Vol. 53, No. 2, pp.435-454

Drawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.

Survey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.

FWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).

FWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.

Family social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.

This study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.

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Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics10.1108/PR-11-2021-0800Personnel Review2023-03-02© 2023 Emerald Publishing LimitedChang SuMingjian ZhouYixin YangPersonnel Review5322023-03-0210.1108/PR-11-2021-0800https://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0800/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Dissecting HR's role in disaster preparedness and response: a phenomenological approachhttps://www.emerald.com/insight/content/doi/10.1108/PR-12-2021-0867/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters. The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations. Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster. The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters. The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.Dissecting HR's role in disaster preparedness and response: a phenomenological approach
Mendiola Teng-Calleja, Alfred Presbitero, Mira Michelle de Guzman
Personnel Review, Vol. 53, No. 2, pp.455-472

The purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.

The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.

Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.

The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.

The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.

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Dissecting HR's role in disaster preparedness and response: a phenomenological approach10.1108/PR-12-2021-0867Personnel Review2023-03-29© 2023 Emerald Publishing LimitedMendiola Teng-CallejaAlfred PresbiteroMira Michelle de GuzmanPersonnel Review5322023-03-2910.1108/PR-12-2021-0867https://www.emerald.com/insight/content/doi/10.1108/PR-12-2021-0867/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The yin and yang of employee voice: an exploratory studyhttps://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0453/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines the yin (promotive) and yang (prohibitive) of employee voice based on employee preference for voice channel attributes. Employee inputs may be disregarded, requiring employees to maneuver for unheeded voice and adopt alternate voice tactics. The authors emphasize the ubiquity of lurking employee silence and its affective effects on subsequent cycles of voice or silence. Qualitative design involving semi-structured interviews of employees from service sector firms in India assisted the inquiry. Employees prefer voice channel attributes that ensure visibility and data substance for promotive voice and anonymity and confidentiality for prohibitive voice. Voice target switching and message reframing were common employee strategies. Silence on both sharing views/opinions (promotive) and voicing issues/concerns (prohibitive) weakens employee future voice incidents, besides suppressing the affect. Post-silence cognitive reappraisal increases voice incidences. Findings may have limited generalizability given the qualitative design of the study. Moving beyond extant episodic voice research, the authors demonstrate the recurrent nature of employee voice and silence. The study broadens perspectives on how varied voice types necessitate nuanced voice channel attributes. Present work brings together organizational behavior (OB) perspective on discretionary voice through human resource (HR)-based channels, helping bridge the gap between previously disparate stands.The yin and yang of employee voice: an exploratory study
Apoorva Goel, Nabila Khan, Lata Dyaram
Personnel Review, Vol. 53, No. 2, pp.473-487

This study examines the yin (promotive) and yang (prohibitive) of employee voice based on employee preference for voice channel attributes. Employee inputs may be disregarded, requiring employees to maneuver for unheeded voice and adopt alternate voice tactics. The authors emphasize the ubiquity of lurking employee silence and its affective effects on subsequent cycles of voice or silence.

Qualitative design involving semi-structured interviews of employees from service sector firms in India assisted the inquiry.

Employees prefer voice channel attributes that ensure visibility and data substance for promotive voice and anonymity and confidentiality for prohibitive voice. Voice target switching and message reframing were common employee strategies. Silence on both sharing views/opinions (promotive) and voicing issues/concerns (prohibitive) weakens employee future voice incidents, besides suppressing the affect. Post-silence cognitive reappraisal increases voice incidences.

Findings may have limited generalizability given the qualitative design of the study. Moving beyond extant episodic voice research, the authors demonstrate the recurrent nature of employee voice and silence. The study broadens perspectives on how varied voice types necessitate nuanced voice channel attributes.

Present work brings together organizational behavior (OB) perspective on discretionary voice through human resource (HR)-based channels, helping bridge the gap between previously disparate stands.

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The yin and yang of employee voice: an exploratory study10.1108/PR-06-2022-0453Personnel Review2023-03-14© 2023 Emerald Publishing LimitedApoorva GoelNabila KhanLata DyaramPersonnel Review5322023-03-1410.1108/PR-06-2022-0453https://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0453/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overloadhttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process. The research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector. Transformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation. For human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive. This study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload
Dirk De Clercq, Michael J. Mustafa
Personnel Review, Vol. 53, No. 2, pp.488-507

This study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.

The research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.

Transformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.

For human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.

This study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.

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How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload10.1108/PR-02-2022-0090Personnel Review2023-03-17© 2023 Emerald Publishing LimitedDirk De ClercqMichael J. MustafaPersonnel Review5322023-03-1710.1108/PR-02-2022-0090https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resourceshttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2022-0308/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance. Two multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety. The data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge. Managers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance. The authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resources
Tomislav Hernaus, Nikolina Dragičević, Aleša Saša Sitar
Personnel Review, Vol. 53, No. 2, pp.508-525

Building on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.

Two multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.

The data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.

Managers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.

The authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.

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Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resources10.1108/PR-04-2022-0308Personnel Review2023-03-23© 2023 Emerald Publishing LimitedTomislav HernausNikolina DragičevićAleša Saša SitarPersonnel Review5322023-03-2310.1108/PR-04-2022-0308https://www.emerald.com/insight/content/doi/10.1108/PR-04-2022-0308/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaintshttps://www.emerald.com/insight/content/doi/10.1108/PR-03-2022-0201/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment. Employing qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses. In handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally. The central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints
Arosha S. Adikaram, Pavithra Kailasapathy
Personnel Review, Vol. 53, No. 2, pp.526-544

The authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.

Employing qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.

In handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.

The central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.

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On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints10.1108/PR-03-2022-0201Personnel Review2023-04-03© 2023 Emerald Publishing LimitedArosha S. AdikaramPavithra KailasapathyPersonnel Review5322023-04-0310.1108/PR-03-2022-0201https://www.emerald.com/insight/content/doi/10.1108/PR-03-2022-0201/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Home-based telework and job stress: the mediation effect of work extensionhttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0111/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to investigate how home-based telework (HBT) affects job stress. The authors argue that an intrinsic effect of telework like work extension mediates this relationship. Work extension is reflected in two employee behaviours: working in free time and presentism. The proposed model has been estimated using the Preacher and Hayes bootstrap method for multiple mediation analysis, with 1,000 repetitions. The data used come from the sixth European Working Conditions Survey. The analysis indicates that HBT does not pose an inherent risk for job stress but causes a change in the employees' behaviour, increasing working in free time and presenteeism and thus job stress. The mediation model indicates that once these behaviours are controlled, the effect of HBT is to reduce stress. The authors argue that companies should focus on human resource practices to control workers' behaviours that have a detrimental effect on job stress while institutions should regulate HBT. The analysis deepens the unclear relationship between HBT and job stress by introducing employees' behaviours concerning work extension into the equation.Home-based telework and job stress: the mediation effect of work extension
Salomé Goñi-Legaz, Imanol Núñez, Andrea Ollo-López
Personnel Review, Vol. 53, No. 2, pp.545-561

This paper aims to investigate how home-based telework (HBT) affects job stress. The authors argue that an intrinsic effect of telework like work extension mediates this relationship. Work extension is reflected in two employee behaviours: working in free time and presentism.

The proposed model has been estimated using the Preacher and Hayes bootstrap method for multiple mediation analysis, with 1,000 repetitions. The data used come from the sixth European Working Conditions Survey.

The analysis indicates that HBT does not pose an inherent risk for job stress but causes a change in the employees' behaviour, increasing working in free time and presenteeism and thus job stress. The mediation model indicates that once these behaviours are controlled, the effect of HBT is to reduce stress.

The authors argue that companies should focus on human resource practices to control workers' behaviours that have a detrimental effect on job stress while institutions should regulate HBT.

The analysis deepens the unclear relationship between HBT and job stress by introducing employees' behaviours concerning work extension into the equation.

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Home-based telework and job stress: the mediation effect of work extension10.1108/PR-02-2022-0111Personnel Review2023-03-31© 2023 Emerald Publishing LimitedSalomé Goñi-LegazImanol NúñezAndrea Ollo-LópezPersonnel Review5322023-03-3110.1108/PR-02-2022-0111https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0111/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Transformational leadership, idiosyncratic deals and employee outcomeshttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0470/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTransformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance). The authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders. TFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship. First, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.Transformational leadership, idiosyncratic deals and employee outcomes
Zahide Karakitapoğlu-Aygün, Berrin Erdogan, David E. Caughlin, Talya N. Bauer
Personnel Review, Vol. 53, No. 2, pp.562-579

Transformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).

The authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.

TFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.

First, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.

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Transformational leadership, idiosyncratic deals and employee outcomes10.1108/PR-07-2022-0470Personnel Review2023-04-11© 2023 Emerald Publishing LimitedZahide Karakitapoğlu-AygünBerrin ErdoganDavid E. CaughlinTalya N. BauerPersonnel Review5322023-04-1110.1108/PR-07-2022-0470https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0470/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Identifying key mentor characteristics for successful workplace mentoring relationships and programmeshttps://www.emerald.com/insight/content/doi/10.1108/PR-08-2022-0535/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aims of this critical review are to identify the mentor characteristics that lead to superior mentoring outcomes and to provide human resources development (HRD) professionals with evidence-based suggestions for recruiting, selecting and training mentors to improve mentorship programme effectiveness. The authors conducted a critical review of existing quantitative research on mentor characteristics that have an impact on effective mentoring. The authors identified five key categories of mentor characteristics linked to successful mentoring outcomes: competency in context-relevant knowledge, skills and abilities; commitment and initiative; interpersonal skills; pro-social orientation and an orientation toward development, exploration and expansion. There is limited research on the characteristics of ineffective mentor characteristics, exclusion of articles that used qualitative research methods exclusively and how technology-based communication in mentoring may require different characteristics. Most of the included studies collected data in the United States of America, which may exclude other important mentor characteristics from other non-Western perspectives. To ensure that there is both a sufficient pool of qualified mentors and mentors who meet the desired criteria, focus on both recruitment and training mentors is important. Incorporating the desired mentor characteristics into both of these processes, rather than just selection, will help with self-selection and development of these characteristics. Despite the ongoing interest in identifying effective mentor characteristics, the existing literature is fragmented, making this challenging for HRD professionals to determine which characteristics are crucial for mentoring relationships and programme success. Addressing this practical need, this critical review synthesises the research literature and identifies patterns and inconsistencies. Based on the review, the authors provide evidence-based recommendations to enhance the recruitment, selection and training of mentors.Identifying key mentor characteristics for successful workplace mentoring relationships and programmes
Connie Deng, Nick Turner
Personnel Review, Vol. 53, No. 2, pp.580-604

The aims of this critical review are to identify the mentor characteristics that lead to superior mentoring outcomes and to provide human resources development (HRD) professionals with evidence-based suggestions for recruiting, selecting and training mentors to improve mentorship programme effectiveness.

The authors conducted a critical review of existing quantitative research on mentor characteristics that have an impact on effective mentoring.

The authors identified five key categories of mentor characteristics linked to successful mentoring outcomes: competency in context-relevant knowledge, skills and abilities; commitment and initiative; interpersonal skills; pro-social orientation and an orientation toward development, exploration and expansion.

There is limited research on the characteristics of ineffective mentor characteristics, exclusion of articles that used qualitative research methods exclusively and how technology-based communication in mentoring may require different characteristics. Most of the included studies collected data in the United States of America, which may exclude other important mentor characteristics from other non-Western perspectives.

To ensure that there is both a sufficient pool of qualified mentors and mentors who meet the desired criteria, focus on both recruitment and training mentors is important. Incorporating the desired mentor characteristics into both of these processes, rather than just selection, will help with self-selection and development of these characteristics.

Despite the ongoing interest in identifying effective mentor characteristics, the existing literature is fragmented, making this challenging for HRD professionals to determine which characteristics are crucial for mentoring relationships and programme success. Addressing this practical need, this critical review synthesises the research literature and identifies patterns and inconsistencies. Based on the review, the authors provide evidence-based recommendations to enhance the recruitment, selection and training of mentors.

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Identifying key mentor characteristics for successful workplace mentoring relationships and programmes10.1108/PR-08-2022-0535Personnel Review2023-03-31© 2023 Emerald Publishing LimitedConnie DengNick TurnerPersonnel Review5322023-03-3110.1108/PR-08-2022-0535https://www.emerald.com/insight/content/doi/10.1108/PR-08-2022-0535/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Trust networks, compassionate helping and employee performancehttps://www.emerald.com/insight/content/doi/10.1108/PR-08-2021-0593/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlthough extant research on trust focuses on the dyadic relationship (trustor-trustee), the effectiveness of an employee's outcome may vary depending on the features of trust networks. This study examined how an employee's centrality in two types of trust networks (cognitive and affective) among coworkers is associated with employee job performance. Further, this study highlighted the mediating role of compassionate help in the effect of affective trust networks on individual performance. Survey data were collected from 204 employees and 39 team leaders in South Korea. Data were analyzed using structural equation modeling. The results indicated that cognitive trust centrality is positively associated with employee job performance, but affective trust centrality is not. However, an affective trust centrality indirectly increases individual performance via compassionate helping from coworkers. This study contributes to a better understanding of trust networks and compassionate helping and expands both trust literature and HQR research.Trust networks, compassionate helping and employee performance
Jeeyoung Kim, Myung-Ho Chung
Personnel Review, Vol. 53, No. 2, pp.605-620

Although extant research on trust focuses on the dyadic relationship (trustor-trustee), the effectiveness of an employee's outcome may vary depending on the features of trust networks. This study examined how an employee's centrality in two types of trust networks (cognitive and affective) among coworkers is associated with employee job performance. Further, this study highlighted the mediating role of compassionate help in the effect of affective trust networks on individual performance.

Survey data were collected from 204 employees and 39 team leaders in South Korea. Data were analyzed using structural equation modeling.

The results indicated that cognitive trust centrality is positively associated with employee job performance, but affective trust centrality is not. However, an affective trust centrality indirectly increases individual performance via compassionate helping from coworkers.

This study contributes to a better understanding of trust networks and compassionate helping and expands both trust literature and HQR research.

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Trust networks, compassionate helping and employee performance10.1108/PR-08-2021-0593Personnel Review2023-04-24© 2023 Emerald Publishing LimitedJeeyoung KimMyung-Ho ChungPersonnel Review5322023-04-2410.1108/PR-08-2021-0593https://www.emerald.com/insight/content/doi/10.1108/PR-08-2021-0593/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitmenthttps://www.emerald.com/insight/content/doi/10.1108/PR-05-2022-0343/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestResearch has suggested that employees interpret high-performance work systems (HPWSs) as targeting two distinct organizational objectives: enhancing performance and promoting employee well-being. These attributions often exert divergent effects on employee attitudes. Thus, this study aims to investigate this dynamic within the context of the Korean nursing occupation, clarifying how the HPWS can simultaneously evoke dual attributions: human resource (HR) well-being and HR performance attributions. Additionally, the authors examine the contrasting effects of these attributions and identify a moderating variable that could reconcile them. Drawing on the psychological experience of status theory, the authors conceptualize and test the moderating effect of employees' self-perceived status on the relationship between HR performance attribution and affective commitment. Data were collected from 475 nurses in 82 work units in Korean hospitals. Hypotheses were tested in a multilevel moderated mediation model. The findings revealed that an HPWS elicits HR well-being and HR performance attributions. While HR well-being attribution was positively associated with affective commitment, HR performance attribution was positively related to affective commitment when employees' self-perceived status was high. Moreover, the HPWS demonstrated an indirect relationship with affective commitment via increasing HR performance attribution when self-perceived status was high. Although the personal meaning of HR attributions differs depending on the perceiver’s situation, this aspect has received little attention in the field of research. This study advances the understanding of HR attributions derived from the HPWS within the specific context of Korean nursing. Furthermore, the authors suggest that the two attributions may not conflict with each other, indicating that the impact of HR performance attribution is conditional on an individual’s self-perceived status.In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitment
Mijeong Kim, Inseong Jeong, Johngseok Bae
Personnel Review, Vol. 53, No. 2, pp.621-640

Research has suggested that employees interpret high-performance work systems (HPWSs) as targeting two distinct organizational objectives: enhancing performance and promoting employee well-being. These attributions often exert divergent effects on employee attitudes. Thus, this study aims to investigate this dynamic within the context of the Korean nursing occupation, clarifying how the HPWS can simultaneously evoke dual attributions: human resource (HR) well-being and HR performance attributions. Additionally, the authors examine the contrasting effects of these attributions and identify a moderating variable that could reconcile them. Drawing on the psychological experience of status theory, the authors conceptualize and test the moderating effect of employees' self-perceived status on the relationship between HR performance attribution and affective commitment.

Data were collected from 475 nurses in 82 work units in Korean hospitals. Hypotheses were tested in a multilevel moderated mediation model.

The findings revealed that an HPWS elicits HR well-being and HR performance attributions. While HR well-being attribution was positively associated with affective commitment, HR performance attribution was positively related to affective commitment when employees' self-perceived status was high. Moreover, the HPWS demonstrated an indirect relationship with affective commitment via increasing HR performance attribution when self-perceived status was high.

Although the personal meaning of HR attributions differs depending on the perceiver’s situation, this aspect has received little attention in the field of research. This study advances the understanding of HR attributions derived from the HPWS within the specific context of Korean nursing. Furthermore, the authors suggest that the two attributions may not conflict with each other, indicating that the impact of HR performance attribution is conditional on an individual’s self-perceived status.

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In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitment10.1108/PR-05-2022-0343Personnel Review2024-01-09© 2023 Emerald Publishing LimitedMijeong KimInseong JeongJohngseok BaePersonnel Review5322024-01-0910.1108/PR-05-2022-0343https://www.emerald.com/insight/content/doi/10.1108/PR-05-2022-0343/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A diary study on location autonomy and employee mental distress: the mediating role of task-environment fithttps://www.emerald.com/insight/content/doi/10.1108/PR-01-2023-0011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days. A total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals. Results show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session. This study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.A diary study on location autonomy and employee mental distress: the mediating role of task-environment fit
Chia-Huei Wu, Matthew Davis, Hannah Collis, Helen Hughes, Linhao Fang
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.

A total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.

Results show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.

This study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.

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A diary study on location autonomy and employee mental distress: the mediating role of task-environment fit10.1108/PR-01-2023-0011Personnel Review2023-06-19© 2023 Emerald Publishing LimitedChia-Huei WuMatthew DavisHannah CollisHelen HughesLinhao FangPersonnel Reviewahead-of-printahead-of-print2023-06-1910.1108/PR-01-2023-0011https://www.emerald.com/insight/content/doi/10.1108/PR-01-2023-0011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employee and customer loyalty: two targets, one endeavor?https://www.emerald.com/insight/content/doi/10.1108/PR-01-2023-0035/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestRecently, leading scholars suggested that firms should align strategic and tactical human resource management efforts to cope with growing turnover rates, and that the human resource management field should broaden its scope by embracing the views of all stakeholders. In this research paper, the authors aim to present a study inquiring about the influence of the implementation of an employee experience strategy on employee loyalty and the effect of employee loyalty on customer loyalty in a firm operating in the service sector. The authors used longitudinal data collected yearly from 2020 to 2022. Overall, 766 employees participated in the longitudinal study. The authors also analyzed cross-sectional data from 166 employees and their customers. The study’s results suggest that implementing an employee experience strategy increases employee loyalty. The study’s findings also indicate that organizations implementing such a human resource management strategy reach employee and customer loyalty. There is a lack of evidence about the positive effect of the alignment of an employee experience strategy and tactics on different organizational stakeholders. This study provides insights for scholars and practitioners willing to use the employee and customer experience framework to positively impact organizations.Employee and customer loyalty: two targets, one endeavor?
Sergio Pelaez M, Juan Pablo Roman Calderon
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Recently, leading scholars suggested that firms should align strategic and tactical human resource management efforts to cope with growing turnover rates, and that the human resource management field should broaden its scope by embracing the views of all stakeholders. In this research paper, the authors aim to present a study inquiring about the influence of the implementation of an employee experience strategy on employee loyalty and the effect of employee loyalty on customer loyalty in a firm operating in the service sector.

The authors used longitudinal data collected yearly from 2020 to 2022. Overall, 766 employees participated in the longitudinal study. The authors also analyzed cross-sectional data from 166 employees and their customers.

The study’s results suggest that implementing an employee experience strategy increases employee loyalty. The study’s findings also indicate that organizations implementing such a human resource management strategy reach employee and customer loyalty.

There is a lack of evidence about the positive effect of the alignment of an employee experience strategy and tactics on different organizational stakeholders. This study provides insights for scholars and practitioners willing to use the employee and customer experience framework to positively impact organizations.

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Employee and customer loyalty: two targets, one endeavor?10.1108/PR-01-2023-0035Personnel Review2023-06-06© 2023 Emerald Publishing LimitedSergio Pelaez MJuan Pablo Roman CalderonPersonnel Reviewahead-of-printahead-of-print2023-06-0610.1108/PR-01-2023-0035https://www.emerald.com/insight/content/doi/10.1108/PR-01-2023-0035/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distancehttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0093/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe present study was conducted to investigate the relationship between team-level inclusive leadership perceptions, team thriving, and team proactivity as well as the moderating effect of team power distance on these relationships. A two-wave survey study of 365 manufacturing employees comprising 85 teams in an organization in Eastern China was used to test the hypotheses. The findings indicate that inclusive leadership stimulates collective thriving, which then promotes team proactivity. In addition, team power distance negatively moderates the relationship between inclusive leadership and collective thriving, as well as the indirect effect of inclusive leadership on team proactivity via collective thriving. This study is one of the first to investigate the effects of inclusive leadership at the team level, and answers recent calls to investigate the mechanisms linking leadership-related constructs to team-level proactivity. The authors also identify an important boundary condition to the effects of inclusive leadership in team power distance.How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance
Lijing Zhao, Phillip M. Jolly, Shuming Zhao, Hao Zeng
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The present study was conducted to investigate the relationship between team-level inclusive leadership perceptions, team thriving, and team proactivity as well as the moderating effect of team power distance on these relationships.

A two-wave survey study of 365 manufacturing employees comprising 85 teams in an organization in Eastern China was used to test the hypotheses.

The findings indicate that inclusive leadership stimulates collective thriving, which then promotes team proactivity. In addition, team power distance negatively moderates the relationship between inclusive leadership and collective thriving, as well as the indirect effect of inclusive leadership on team proactivity via collective thriving.

This study is one of the first to investigate the effects of inclusive leadership at the team level, and answers recent calls to investigate the mechanisms linking leadership-related constructs to team-level proactivity. The authors also identify an important boundary condition to the effects of inclusive leadership in team power distance.

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How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance10.1108/PR-02-2022-0093Personnel Review2023-12-11© 2023 Emerald Publishing LimitedLijing ZhaoPhillip M. JollyShuming ZhaoHao ZengPersonnel Reviewahead-of-printahead-of-print2023-12-1110.1108/PR-02-2022-0093https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0093/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A tale of two generations: a time-lag study of career expectationshttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0101/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAs young individuals transition from educational settings to embark on their career paths, their expectations for their future careers become of paramount importance. Ng et al. (2010) examined the expectations of young people in post-secondary education in 2007; those colloquially referred to as “Millennials” or “GenY”. The present study replicates Ng et al.'s (2010) study among a sample of post-secondary students in 2019 (referred to as Generation Z or GenZ) and compares the expectations of young adults in GenY and GenZ. This study employs a time-lag comparison of GenY and GenZ young career entrants based on data collected in 2007 (n = 23,413) and 2019 (n = 16,146). Today's youth seem to have realistic expectations for their first jobs and the analyses suggest that young people continue to seek positive, healthy work environments which make room for work–life balance. Further, young people today are prioritizing job security and are not necessarily mobile due to preference, restlessness or disloyalty, but rather leave employers that are not meeting their current needs or expectations. Understanding the career expectations of young people allows educators, employers and policymakers to provide vocational guidance that aligns those expectations with the realities of the labor market and the contemporary career context. While GenY was characterized as optimistic with great expectations, GenZ can be described as cautious and pragmatic. The results suggest a shift away from opportunity, towards security, stability, an employer that reflects one's values and a job that is satisfying in the present.A tale of two generations: a time-lag study of career expectations
Mostafa Ayoobzadeh, Linda Schweitzer, Sean Lyons, Eddy Ng
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

As young individuals transition from educational settings to embark on their career paths, their expectations for their future careers become of paramount importance. Ng et al. (2010) examined the expectations of young people in post-secondary education in 2007; those colloquially referred to as “Millennials” or “GenY”. The present study replicates Ng et al.'s (2010) study among a sample of post-secondary students in 2019 (referred to as Generation Z or GenZ) and compares the expectations of young adults in GenY and GenZ.

This study employs a time-lag comparison of GenY and GenZ young career entrants based on data collected in 2007 (n = 23,413) and 2019 (n = 16,146).

Today's youth seem to have realistic expectations for their first jobs and the analyses suggest that young people continue to seek positive, healthy work environments which make room for work–life balance. Further, young people today are prioritizing job security and are not necessarily mobile due to preference, restlessness or disloyalty, but rather leave employers that are not meeting their current needs or expectations.

Understanding the career expectations of young people allows educators, employers and policymakers to provide vocational guidance that aligns those expectations with the realities of the labor market and the contemporary career context.

While GenY was characterized as optimistic with great expectations, GenZ can be described as cautious and pragmatic. The results suggest a shift away from opportunity, towards security, stability, an employer that reflects one's values and a job that is satisfying in the present.

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A tale of two generations: a time-lag study of career expectations10.1108/PR-02-2022-0101Personnel Review2024-01-09© 2023 Emerald Publishing LimitedMostafa AyoobzadehLinda SchweitzerSean LyonsEddy NgPersonnel Reviewahead-of-printahead-of-print2024-01-0910.1108/PR-02-2022-0101https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0101/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does workplace ostracism negatively affect family life during a pandemic?https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0128/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to investigate the impact of workplace ostracism (WO) and fear of the COVID-19 pandemic on the family life of restaurant employees. This research is based on the conservation of resources (COR) theory and work–family interface model to understand the theoretical underpinnings of mistreatment in the food sector during the COVID-19 pandemic. The study utilized a survey with a structured questionnaire to collect time-lagged data from 238 restaurant employees in the central region of Punjab province in Pakistan. The collected data were analyzed using the SPSS tool with modern-day techniques like bootstrapping, process macro and SmartPLS. The study reveals that perceived stress levels of the employees increase due to ostracism, leading to work–family conflict. Furthermore, the study found that employees who fear COVID-19 are less stressed by ostracism. The study's significant contribution lies in demonstrating that the impact of ostracism in the workplace is quite different from what was expected. The results have shown that ostracism can reduce the perceived stress levels of employees, leading to a decrease in work–family conflict, especially in the presence of fear of COVID-19.Does workplace ostracism negatively affect family life during a pandemic?
Ambreen Sarwar, Muhammad Kashif Imran, Hira Hafeez, Muhammad Zaheer, Tehreem Fatima
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study aims to investigate the impact of workplace ostracism (WO) and fear of the COVID-19 pandemic on the family life of restaurant employees. This research is based on the conservation of resources (COR) theory and work–family interface model to understand the theoretical underpinnings of mistreatment in the food sector during the COVID-19 pandemic.

The study utilized a survey with a structured questionnaire to collect time-lagged data from 238 restaurant employees in the central region of Punjab province in Pakistan. The collected data were analyzed using the SPSS tool with modern-day techniques like bootstrapping, process macro and SmartPLS.

The study reveals that perceived stress levels of the employees increase due to ostracism, leading to work–family conflict. Furthermore, the study found that employees who fear COVID-19 are less stressed by ostracism.

The study's significant contribution lies in demonstrating that the impact of ostracism in the workplace is quite different from what was expected. The results have shown that ostracism can reduce the perceived stress levels of employees, leading to a decrease in work–family conflict, especially in the presence of fear of COVID-19.

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Does workplace ostracism negatively affect family life during a pandemic?10.1108/PR-02-2022-0128Personnel Review2023-06-01© 2023 Emerald Publishing LimitedAmbreen SarwarMuhammad Kashif ImranHira HafeezMuhammad ZaheerTehreem FatimaPersonnel Reviewahead-of-printahead-of-print2023-06-0110.1108/PR-02-2022-0128https://www.emerald.com/insight/content/doi/10.1108/PR-02-2022-0128/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Work arrangement “yo-yo”: forced flexibility from the office to home and back againhttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA). Thirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories. The authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions. While the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers. The authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways. The evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.Work arrangement “yo-yo”: forced flexibility from the office to home and back again
Uma Jogulu, Nicola Green, Esme Franken, Alexis Vassiley, Tim Bentley, Leigh-ann Onnis
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA).

Thirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories.

The authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions.

While the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers.

The authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways.

The evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.

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Work arrangement “yo-yo”: forced flexibility from the office to home and back again10.1108/PR-02-2023-0088Personnel Review2023-07-19© 2023 Emerald Publishing LimitedUma JoguluNicola GreenEsme FrankenAlexis VassileyTim BentleyLeigh-ann OnnisPersonnel Reviewahead-of-printahead-of-print2023-07-1910.1108/PR-02-2023-0088https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industryhttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestManagers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving service performance levels without a free hand to invest resources. While employee work engagement (EWE) has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting (SIC) approach to public leadership that confers a sense of group identity among team members can enhance and extend beyond EWE in addressing this dual imperative. We report findings from a survey of employees (n = 199) at “ATCO,” a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment. We confirm previously identified limitations of EWE and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers, not only by enhancing employee engagement but, more importantly, by enhancing retention and service performance. We contribute to studies of leadership, particularly for managers operating in the public sector and resource-constrained environments, demonstrating how SIC, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond EWE, which reaches a plateau in respect of the latter.Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industry
Vasilis Theoharakis, Robert Wapshott, Lamin Cham
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving service performance levels without a free hand to invest resources. While employee work engagement (EWE) has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting (SIC) approach to public leadership that confers a sense of group identity among team members can enhance and extend beyond EWE in addressing this dual imperative.

We report findings from a survey of employees (n = 199) at “ATCO,” a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment.

We confirm previously identified limitations of EWE and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers, not only by enhancing employee engagement but, more importantly, by enhancing retention and service performance.

We contribute to studies of leadership, particularly for managers operating in the public sector and resource-constrained environments, demonstrating how SIC, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond EWE, which reaches a plateau in respect of the latter.

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Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industry10.1108/PR-02-2023-0099Personnel Review2024-02-05© 2024 Emerald Publishing LimitedVasilis TheoharakisRobert WapshottLamin ChamPersonnel Reviewahead-of-printahead-of-print2024-02-0510.1108/PR-02-2023-0099https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Not your average candidate: overqualified job applicants in the eyes of hiring practitionershttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0103/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEarly research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not. We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants. Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations. We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.Not your average candidate: overqualified job applicants in the eyes of hiring practitioners
Mohsen Rafiei, Hans Van Dijk
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Early research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not.

We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants.

Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations.

We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.

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Not your average candidate: overqualified job applicants in the eyes of hiring practitioners10.1108/PR-02-2023-0103Personnel Review2024-02-09© 2024 Mohsen Rafiei and Hans Van DijkMohsen RafieiHans Van DijkPersonnel Reviewahead-of-printahead-of-print2024-02-0910.1108/PR-02-2023-0103https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0103/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Mohsen Rafiei and Hans Van Dijkhttp://creativecommons.org/licences/by/4.0/legalcode
Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from homehttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0121/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on conservation of resource (COR) theory, the authors investigated relationships between bullying during work from home, turnover intention and meaningfulness of work among home-based teleworkers. The authors used three-wave data from 212 home-based teleworkers to investigate the authors' hypotheses. Findings reveal that bullying during home-based teleworking exacerbates teleworkers' emotional exhaustion and intention to quit. Further, the authors also found that the interrelationship between bullying during work from home and the intention to leave was positively moderated by the meaningfulness of work. The authors' research helps understand how bullying stimulates teleworkers' turnover intention. Further, the authors find a counterintuitive impact of the meaningfulness of work on the relationship between bullying during work and turnover intention. The findings will help managers better manage home-based teleworkers.Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home
Sudhanshu Maheshwari, Ashneet Kaur, Arup Varma
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on conservation of resource (COR) theory, the authors investigated relationships between bullying during work from home, turnover intention and meaningfulness of work among home-based teleworkers.

The authors used three-wave data from 212 home-based teleworkers to investigate the authors' hypotheses.

Findings reveal that bullying during home-based teleworking exacerbates teleworkers' emotional exhaustion and intention to quit. Further, the authors also found that the interrelationship between bullying during work from home and the intention to leave was positively moderated by the meaningfulness of work.

The authors' research helps understand how bullying stimulates teleworkers' turnover intention. Further, the authors find a counterintuitive impact of the meaningfulness of work on the relationship between bullying during work and turnover intention. The findings will help managers better manage home-based teleworkers.

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Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home10.1108/PR-02-2023-0121Personnel Review2023-12-06© 2023 Emerald Publishing LimitedSudhanshu MaheshwariAshneet KaurArup VarmaPersonnel Reviewahead-of-printahead-of-print2023-12-0610.1108/PR-02-2023-0121https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0121/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Quiet quitting: a new wine in an old bottle?https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJust as the Covid-19 pandemic has hit all areas of life, it has also hit the working life. Towards the end of the pandemic period, the concept of quiet quitting entered people's lives. The phenomenon of quiet quitting has been introduced as a brand new concept in the mainstream media and social media in general. The primary objective of this study is to investigate and define the emerging phenomenon of quiet quitting. Furthermore, this study aims to compare this novel phenomenon with other established theoretical approaches in the field of management. This review study specifically examines the concept of quiet quitting, aiming to gain a deeper understanding of this phenomenon. Contrary to popular belief, the phenomenon of “quiet quitting” is not a recent or trendy occurrence. Instead, it has persisted for numerous years and is intertwined with various theories such as motivation, commitment, engagement and social exchange theory. This study provides employers, managers, HR practitioners with recommendations on how to address the employee's quiet quitting behavior. This study represents a pioneering work that explores an uncharted territory, the phenomenon of quiet quitting. The authors demonstrated and relate the historical processes of management theories to the phenomenon of quiet quitting, which is a concept that appears to lack roots.Quiet quitting: a new wine in an old bottle?
Murat Atalay, Umut Dağıstan
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Just as the Covid-19 pandemic has hit all areas of life, it has also hit the working life. Towards the end of the pandemic period, the concept of quiet quitting entered people's lives. The phenomenon of quiet quitting has been introduced as a brand new concept in the mainstream media and social media in general. The primary objective of this study is to investigate and define the emerging phenomenon of quiet quitting. Furthermore, this study aims to compare this novel phenomenon with other established theoretical approaches in the field of management.

This review study specifically examines the concept of quiet quitting, aiming to gain a deeper understanding of this phenomenon.

Contrary to popular belief, the phenomenon of “quiet quitting” is not a recent or trendy occurrence. Instead, it has persisted for numerous years and is intertwined with various theories such as motivation, commitment, engagement and social exchange theory.

This study provides employers, managers, HR practitioners with recommendations on how to address the employee's quiet quitting behavior.

This study represents a pioneering work that explores an uncharted territory, the phenomenon of quiet quitting. The authors demonstrated and relate the historical processes of management theories to the phenomenon of quiet quitting, which is a concept that appears to lack roots.

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Quiet quitting: a new wine in an old bottle?10.1108/PR-02-2023-0122Personnel Review2023-09-07© 2023 Emerald Publishing LimitedMurat AtalayUmut DağıstanPersonnel Reviewahead-of-printahead-of-print2023-09-0710.1108/PR-02-2023-0122https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leavehttps://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In this paper, we employ social exchange theory to better understand the effect of anti-violence HRM and trust in the manager on perceived nurse and PCA cynicism working in Australian aged care facilities and their subsequent intention to leave. This study used a mixed method with two stages. Stage 1 comprised semi-structured interviews with 10 managers and 50 nurses and PCAs working in Australian aged care facilities. Stage 2 comprised a survey of nurses and PCAs with a total of 254 completed responses in Time 1 (first wave) and 225 completed responses in Time 2 (second wave). We tested three hypotheses and reported that interestingly anti-violence HRM was positively associated with organisational cynicism. Organisational cynicism mediated the relationship between anti-violence HRM and intention to leave. Worker trust in the manager moderated the relationship between anti-violence HRM practices and organisational cynicism, such that high levels of trust in the manager increased the effect of anti-violence HRM practices to reduce organisational cynicism and subsequently reduce intention to leave. We find evidence that in aged care, workers' trust in their managers is critical for effectual anti-violence HRM. We argue that implementation of HRM practices may be more complex in extreme work settings. It is crucial to study HRM in situ and understand the root of social exchange(s) as a foundation for HRM to influence employee attitudes and behaviour.Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave
Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Patricia Pariona-Cabrera, Jessica Borg, Matthew Walker, Narges Kia
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In this paper, we employ social exchange theory to better understand the effect of anti-violence HRM and trust in the manager on perceived nurse and PCA cynicism working in Australian aged care facilities and their subsequent intention to leave.

This study used a mixed method with two stages. Stage 1 comprised semi-structured interviews with 10 managers and 50 nurses and PCAs working in Australian aged care facilities. Stage 2 comprised a survey of nurses and PCAs with a total of 254 completed responses in Time 1 (first wave) and 225 completed responses in Time 2 (second wave).

We tested three hypotheses and reported that interestingly anti-violence HRM was positively associated with organisational cynicism. Organisational cynicism mediated the relationship between anti-violence HRM and intention to leave. Worker trust in the manager moderated the relationship between anti-violence HRM practices and organisational cynicism, such that high levels of trust in the manager increased the effect of anti-violence HRM practices to reduce organisational cynicism and subsequently reduce intention to leave.

We find evidence that in aged care, workers' trust in their managers is critical for effectual anti-violence HRM. We argue that implementation of HRM practices may be more complex in extreme work settings. It is crucial to study HRM in situ and understand the root of social exchange(s) as a foundation for HRM to influence employee attitudes and behaviour.

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Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave10.1108/PR-02-2023-0129Personnel Review2023-11-27© 2023 Emerald Publishing LimitedTimothy BartramJillian CavanaghBeni HalvorsenPatricia Pariona-CabreraJessica BorgMatthew WalkerNarges KiaPersonnel Reviewahead-of-printahead-of-print2023-11-2710.1108/PR-02-2023-0129https://www.emerald.com/insight/content/doi/10.1108/PR-02-2023-0129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancyhttps://www.emerald.com/insight/content/doi/10.1108/PR-03-2021-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation. A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM). The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening. To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy
Israa Elbendary, Ahmed Mohamed Elsetouhi, Mohamed Marie, Abdullah M. Aljafari
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.

A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).

The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.

To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.

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A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy10.1108/PR-03-2021-0188Personnel Review2023-07-27© 2023 Emerald Publishing LimitedIsraa ElbendaryAhmed Mohamed ElsetouhiMohamed MarieAbdullah M. AljafariPersonnel Reviewahead-of-printahead-of-print2023-07-2710.1108/PR-03-2021-0188https://www.emerald.com/insight/content/doi/10.1108/PR-03-2021-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employing people who have “been there, experienced that” to inform innovative HRM responses to workforce mental health issues: practice insights from industryhttps://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0174/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis case documents an innovative human resource management (HRM) practice adopted by an Australian organization in the energy sector, purposefully introducing lived experience informed “mental health advocate” (MHA) roles into the organization, to address pressing mental health workforce issues. MHA roles provide experiential, first-hand knowledge of experiencing mental health issues, offering a novel, common-sense and impactful perspective on supporting employees with mental health challenges. Data that informed this case came from desktop research using publicly available resources, as well as a series of conversations with four key stakeholders in the organization. This approach allowed insights into Energy Queensland’s journey towards establishing novel MHA roles to delineate the day-to-day work practice of these roles. This is a novel HRM practice that has only recently emerged outside of the mental health sector. We discuss key considerations that enabled the success of the roles, including taking an evolutionary perspective, obtaining support from senior executives and relevant stakeholders, making a long-term financial commitment, and providing autonomy and flexibility in role design. This is the first article that documents this innovative practice to offer new insights to HRM scholars, as well as practical guidelines to other organizations in addressing workforce mental health issues.Employing people who have “been there, experienced that” to inform innovative HRM responses to workforce mental health issues: practice insights from industry
Ying Wang, Melissa Chapman, Louise Byrne, James Hill, Timothy Bartram
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This case documents an innovative human resource management (HRM) practice adopted by an Australian organization in the energy sector, purposefully introducing lived experience informed “mental health advocate” (MHA) roles into the organization, to address pressing mental health workforce issues. MHA roles provide experiential, first-hand knowledge of experiencing mental health issues, offering a novel, common-sense and impactful perspective on supporting employees with mental health challenges.

Data that informed this case came from desktop research using publicly available resources, as well as a series of conversations with four key stakeholders in the organization. This approach allowed insights into Energy Queensland’s journey towards establishing novel MHA roles to delineate the day-to-day work practice of these roles.

This is a novel HRM practice that has only recently emerged outside of the mental health sector. We discuss key considerations that enabled the success of the roles, including taking an evolutionary perspective, obtaining support from senior executives and relevant stakeholders, making a long-term financial commitment, and providing autonomy and flexibility in role design. This is the first article that documents this innovative practice to offer new insights to HRM scholars, as well as practical guidelines to other organizations in addressing workforce mental health issues.

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Employing people who have “been there, experienced that” to inform innovative HRM responses to workforce mental health issues: practice insights from industry10.1108/PR-03-2023-0174Personnel Review2024-03-20© 2024 Emerald Publishing LimitedYing WangMelissa ChapmanLouise ByrneJames HillTimothy BartramPersonnel Reviewahead-of-printahead-of-print2024-03-2010.1108/PR-03-2023-0174https://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0174/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderatorhttps://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0198/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on the JD-R model and process-focused HRM perspective, this research paper aims to investigate the processes underlying the relationship between AI-enabled HR analytics and employee well-being outcomes (resilience) that received less attention in the AI-driven HRM literature. Specifically, this study aims to examine the indirect effect between AI-enabled HR analytics and employee resilience via job crafting, moderated by HRM system strength to highlight the contextual stimulus of AI-enabled HR analytics. The authors adopted a time-lagged research design (one-month interval) to test the proposed hypotheses. The authors used two-wave surveys to collect data from 175 full-time hotel employees in China. The findings indicated that employees' perceptions of AI-enabled HR analytics enhance their resilience. This study also found the mediation role of job crafting in the mentioned relationship. Moreover, the positive effects of AI-enabled HR analytics on employee resilience amplify in the presence of a strong HRM system. Organizations that aim to utilize AI-enabled HR analytics to achieve organizational missions should also dedicate attention to its associated employee well-being outcomes. This study enriched the literature with regard to AI-driven HRM in that it identifies the mediating role of job crafting and the moderating role of HRM system strength in the relationship between AI-enabled HR analytics and employee resilience.How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderator
Qijie Xiao, Jiaqi Yan, Greg J. Bamber
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on the JD-R model and process-focused HRM perspective, this research paper aims to investigate the processes underlying the relationship between AI-enabled HR analytics and employee well-being outcomes (resilience) that received less attention in the AI-driven HRM literature. Specifically, this study aims to examine the indirect effect between AI-enabled HR analytics and employee resilience via job crafting, moderated by HRM system strength to highlight the contextual stimulus of AI-enabled HR analytics.

The authors adopted a time-lagged research design (one-month interval) to test the proposed hypotheses. The authors used two-wave surveys to collect data from 175 full-time hotel employees in China.

The findings indicated that employees' perceptions of AI-enabled HR analytics enhance their resilience. This study also found the mediation role of job crafting in the mentioned relationship. Moreover, the positive effects of AI-enabled HR analytics on employee resilience amplify in the presence of a strong HRM system.

Organizations that aim to utilize AI-enabled HR analytics to achieve organizational missions should also dedicate attention to its associated employee well-being outcomes.

This study enriched the literature with regard to AI-driven HRM in that it identifies the mediating role of job crafting and the moderating role of HRM system strength in the relationship between AI-enabled HR analytics and employee resilience.

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How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderator10.1108/PR-03-2023-0198Personnel Review2023-10-24© 2023 Emerald Publishing LimitedQijie XiaoJiaqi YanGreg J. BamberPersonnel Reviewahead-of-printahead-of-print2023-10-2410.1108/PR-03-2023-0198https://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0198/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Examining employee experiences of hybrid work: an ecological approachhttps://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0222/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to explore the various forms of organizational and team-level actions that were perceived to be helpful or not helpful by employees as they navigate the hybrid work arrangements and how these had an impact on their work behaviors and experiences. This research utilized Bronfenbrenner's ecological systems theory as framework. The exploratory study used a qualitative approach in gathering data via online survey from a total of 45 Filipino employees working in a hybrid work arrangement for at least three months. The analysis utilized both inductive and deductive methodologies in examining the data. Inductive thematic analysis was used in coding the data based on the participants' responses, while the deductive approach ensured that the themes are aligned with the research questions and reflect the different systems within Bronfenbrenner's EST (1986). Results surfaced helpful organizational (e.g. provision of work tools, financial assistance, supportive policies and engagement and wellness initiatives) and team level actions (i.e. use of technology-based communication tools, open virtual door policy, effective performance management system, employee care practices and team engagement activities). Actions that were perceived as not helpful include inadequate technological infrastructure, poor communication, insufficient training, punitive policies/practices and leadership issues at the organizational level as well as unresponsive colleagues and ineffective implementation of policies/processes at the level of teams. Employees reported being able to build on savings, becoming more productive and having greater work–life balance amid hybrid work. However, they continue to be challenged by blurred boundaries and inability to disconnect from work similar to when work was done remotely and now with sustaining momentum given the shifts on where they do their work. The findings of this study may guide programs and initiatives of human resource management practitioners and organizational leaders as they support employees in navigating through hybrid work. The research expands extant knowledge on practices and experiences in hybrid work (Gifford, 2022). It also contributes to studies on human resource management that are nuanced based on where work is performed (Ng and Stanton, 2023) or with emerging work arrangements.Examining employee experiences of hybrid work: an ecological approach
Mendiola Teng-Calleja, Ma. Tonirose de Guzman Mactal, Jaimee Felice Caringal-Go
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to explore the various forms of organizational and team-level actions that were perceived to be helpful or not helpful by employees as they navigate the hybrid work arrangements and how these had an impact on their work behaviors and experiences. This research utilized Bronfenbrenner's ecological systems theory as framework.

The exploratory study used a qualitative approach in gathering data via online survey from a total of 45 Filipino employees working in a hybrid work arrangement for at least three months. The analysis utilized both inductive and deductive methodologies in examining the data. Inductive thematic analysis was used in coding the data based on the participants' responses, while the deductive approach ensured that the themes are aligned with the research questions and reflect the different systems within Bronfenbrenner's EST (1986).

Results surfaced helpful organizational (e.g. provision of work tools, financial assistance, supportive policies and engagement and wellness initiatives) and team level actions (i.e. use of technology-based communication tools, open virtual door policy, effective performance management system, employee care practices and team engagement activities). Actions that were perceived as not helpful include inadequate technological infrastructure, poor communication, insufficient training, punitive policies/practices and leadership issues at the organizational level as well as unresponsive colleagues and ineffective implementation of policies/processes at the level of teams. Employees reported being able to build on savings, becoming more productive and having greater work–life balance amid hybrid work. However, they continue to be challenged by blurred boundaries and inability to disconnect from work similar to when work was done remotely and now with sustaining momentum given the shifts on where they do their work.

The findings of this study may guide programs and initiatives of human resource management practitioners and organizational leaders as they support employees in navigating through hybrid work.

The research expands extant knowledge on practices and experiences in hybrid work (Gifford, 2022). It also contributes to studies on human resource management that are nuanced based on where work is performed (Ng and Stanton, 2023) or with emerging work arrangements.

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Examining employee experiences of hybrid work: an ecological approach10.1108/PR-03-2023-0222Personnel Review2023-08-29© 2023 Emerald Publishing LimitedMendiola Teng-CallejaMa. Tonirose de Guzman MactalJaimee Felice Caringal-GoPersonnel Reviewahead-of-printahead-of-print2023-08-2910.1108/PR-03-2023-0222https://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0222/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
What do we know and what should we research about employer brand? A bibliometric analysis https://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0254/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to provide an extensive review of the employer brand literature by capturing research trends and proposing a research agenda. A bibliometric analysis was conducted to study 232 peer-reviewed articles indexed on Scopus from 2004 to 2021. Content analysis is added where appropriate to further explore empirical studies and influential papers. Based on bibliometric analysis, this study provides data about the volume, growth trajectory, geographic distribution, main authors, three main themes and future research avenues for each of these themes. Content analysis sheds light on research subjects, types of data, methods and most influential papers. This paper is among the first to conduct a bibliometric analysis along with content analysis focusing on employer brand. An extensive research agenda derived from the studied literature is also provided for interested scholars.What do we know and what should we research about employer brand? A bibliometric analysis
Cam-Tu Tran, Isabelle Collin-Lachaud, Hiep Hung Pham
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to provide an extensive review of the employer brand literature by capturing research trends and proposing a research agenda.

A bibliometric analysis was conducted to study 232 peer-reviewed articles indexed on Scopus from 2004 to 2021. Content analysis is added where appropriate to further explore empirical studies and influential papers.

Based on bibliometric analysis, this study provides data about the volume, growth trajectory, geographic distribution, main authors, three main themes and future research avenues for each of these themes. Content analysis sheds light on research subjects, types of data, methods and most influential papers.

This paper is among the first to conduct a bibliometric analysis along with content analysis focusing on employer brand. An extensive research agenda derived from the studied literature is also provided for interested scholars.

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What do we know and what should we research about employer brand? A bibliometric analysis 10.1108/PR-03-2023-0254Personnel Review2023-12-05© 2023 Emerald Publishing LimitedCam-Tu TranIsabelle Collin-LachaudHiep Hung PhamPersonnel Reviewahead-of-printahead-of-print2023-12-0510.1108/PR-03-2023-0254https://www.emerald.com/insight/content/doi/10.1108/PR-03-2023-0254/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How are frontline managers supported in the performance management process?https://www.emerald.com/insight/content/doi/10.1108/PR-04-2022-0279/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestExisting research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance. This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases. The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process. The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.How are frontline managers supported in the performance management process?
Qian Yi Lee, Adrian Wilkinson, Keith Townsend
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.

This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.

The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.

The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.

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How are frontline managers supported in the performance management process?10.1108/PR-04-2022-0279Personnel Review2023-12-22© 2023 Emerald Publishing LimitedQian Yi LeeAdrian WilkinsonKeith TownsendPersonnel Reviewahead-of-printahead-of-print2023-12-2210.1108/PR-04-2022-0279https://www.emerald.com/insight/content/doi/10.1108/PR-04-2022-0279/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mental health and expatriate psychological adjustment post-COVID: towards a new frameworkhttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0282/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions. This paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment. The findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments. The novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.Mental health and expatriate psychological adjustment post-COVID: towards a new framework
Donna Derksen, Parth Patel, Syed M. Mohyuddin, Verma Prikshat, Sehrish Shahid
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions.

This paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment.

The findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments.

The novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.

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Mental health and expatriate psychological adjustment post-COVID: towards a new framework10.1108/PR-04-2023-0282Personnel Review2023-08-15© 2023 Emerald Publishing LimitedDonna DerksenParth PatelSyed M. MohyuddinVerma PrikshatSehrish ShahidPersonnel Reviewahead-of-printahead-of-print2023-08-1510.1108/PR-04-2023-0282https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0282/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
What is in your résumé? The effects of multiple social categories in résumé screeninghttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0290/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestNumerous studies have shown that minority workers are disadvantaged in the labour market due to stereotypes and discrimination. However, published research on résumé screening has overlooked the effects of multiple social categorisations pertaining to candidates' gender, education and origin. This study addresses this gap and examines whether the gender, the level of education and the national origin cues mentioned in the résumé affect the perceived employability of candidates. This study employs an experimental between-subjects factorial design in that 12 résumés varying in gender, education and national origin were rated by 373 Portuguese working adults. The results documented a gender premium as women were favoured in interpersonal and job skills but not in job suitability, and an education premium, since higher educated candidates were preferred despite their gender and origin. No meaningful interactions for gender × education × national origin were observed, which suggests that ingroup favouritism and outgroup discrimination in résumé screening can be averted. The findings endorse a multidimensional view of perceived employability by investigating candidates' skills and job suitability from the viewpoint of the decision-makers, which extends our understanding of résumé-screening discrimination. This is critical to prevent hiring discrimination at an earlier career stage, which can increase youth employment and enhance the integration in the labour market of local minorities such as women, inexperienced workers and second-generation immigrants.What is in your résumé? The effects of multiple social categories in résumé screening
Luisa Helena Pinto, Rita Portugal, Patricia Viana
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Numerous studies have shown that minority workers are disadvantaged in the labour market due to stereotypes and discrimination. However, published research on résumé screening has overlooked the effects of multiple social categorisations pertaining to candidates' gender, education and origin. This study addresses this gap and examines whether the gender, the level of education and the national origin cues mentioned in the résumé affect the perceived employability of candidates.

This study employs an experimental between-subjects factorial design in that 12 résumés varying in gender, education and national origin were rated by 373 Portuguese working adults.

The results documented a gender premium as women were favoured in interpersonal and job skills but not in job suitability, and an education premium, since higher educated candidates were preferred despite their gender and origin. No meaningful interactions for gender × education × national origin were observed, which suggests that ingroup favouritism and outgroup discrimination in résumé screening can be averted.

The findings endorse a multidimensional view of perceived employability by investigating candidates' skills and job suitability from the viewpoint of the decision-makers, which extends our understanding of résumé-screening discrimination. This is critical to prevent hiring discrimination at an earlier career stage, which can increase youth employment and enhance the integration in the labour market of local minorities such as women, inexperienced workers and second-generation immigrants.

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What is in your résumé? The effects of multiple social categories in résumé screening10.1108/PR-04-2023-0290Personnel Review2023-08-28© 2023 Luisa Helena Pinto, Rita Portugal and Patricia VianaLuisa Helena PintoRita PortugalPatricia VianaPersonnel Reviewahead-of-printahead-of-print2023-08-2810.1108/PR-04-2023-0290https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0290/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Luisa Helena Pinto, Rita Portugal and Patricia Vianahttp://creativecommons.org/licences/by/4.0/legalcode
AI and the metaverse in the workplace: DEI opportunities and challengeshttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0300/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe metaverse, through artificial intelligence (AI) systems and capabilities, allows considerable data analysis in the workplace, largely exceeding traditional people analytics data collection. While concerns over surveillance and issues associated with privacy and discrimination have been raised, the metaverse has the potential to offer opportunities associated with fairer assessment of employee performance and enhancement of the employee experience, especially with respect to gender and race, inclusiveness and workplace equity. This paper aims at shedding light on the diversity, equity and inclusion (DEI) opportunities and challenges of implementing the metaverse in the workplace, and the role played by AI. This paper draws on our past research on AI and the metaverse and provides insights addressed to human resources (HR) scholars and practitioners. Our analysis of AI applications to the metaverse in the workplace sheds light on the ambivalent role of and potential trade-offs that may arise with this emerging technology. If used responsibly, the metaverse can enable positive changes concerning the future of work, which can promote DEI. Yet, the same technology can lead to negative DEI outcomes if implementations occur quickly, unsupervised and with a sole focus on efficiencies and productivity (i.e. collecting metrics, models etc.). Managers and HR leaders should try to be first movers rather than followers when deciding if (or, better, when) to implement metaverse capabilities in their organizations. But how the metaverse is implemented will be strategic. This involves choices concerning the degree of invasive/pervasive monitoring (internal) as well as make or buy decisions concerning outsourcing AI capabilities. Our paper is one among few (to date) that discusses AI capabilities in the metaverse at the intersection of the HR and information systems(IS) literature and that specifically tackles DEI issues. Also, we take a “balanced” approach when evaluating the metaverse from a DEI perspective. While most studies either demonize or celebrate these technologies from an ethical and DEI standpoint, we aim to highlight challenges and opportunities, with the goal to guide scholars and practitioners towards a responsible use of the metaverse in organizations.AI and the metaverse in the workplace: DEI opportunities and challenges
Marco Marabelli, Pamela Lirio
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The metaverse, through artificial intelligence (AI) systems and capabilities, allows considerable data analysis in the workplace, largely exceeding traditional people analytics data collection. While concerns over surveillance and issues associated with privacy and discrimination have been raised, the metaverse has the potential to offer opportunities associated with fairer assessment of employee performance and enhancement of the employee experience, especially with respect to gender and race, inclusiveness and workplace equity. This paper aims at shedding light on the diversity, equity and inclusion (DEI) opportunities and challenges of implementing the metaverse in the workplace, and the role played by AI.

This paper draws on our past research on AI and the metaverse and provides insights addressed to human resources (HR) scholars and practitioners.

Our analysis of AI applications to the metaverse in the workplace sheds light on the ambivalent role of and potential trade-offs that may arise with this emerging technology. If used responsibly, the metaverse can enable positive changes concerning the future of work, which can promote DEI. Yet, the same technology can lead to negative DEI outcomes if implementations occur quickly, unsupervised and with a sole focus on efficiencies and productivity (i.e. collecting metrics, models etc.).

Managers and HR leaders should try to be first movers rather than followers when deciding if (or, better, when) to implement metaverse capabilities in their organizations. But how the metaverse is implemented will be strategic. This involves choices concerning the degree of invasive/pervasive monitoring (internal) as well as make or buy decisions concerning outsourcing AI capabilities.

Our paper is one among few (to date) that discusses AI capabilities in the metaverse at the intersection of the HR and information systems(IS) literature and that specifically tackles DEI issues. Also, we take a “balanced” approach when evaluating the metaverse from a DEI perspective. While most studies either demonize or celebrate these technologies from an ethical and DEI standpoint, we aim to highlight challenges and opportunities, with the goal to guide scholars and practitioners towards a responsible use of the metaverse in organizations.

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AI and the metaverse in the workplace: DEI opportunities and challenges10.1108/PR-04-2023-0300Personnel Review2024-02-23© 2024 Emerald Publishing LimitedMarco MarabelliPamela LirioPersonnel Reviewahead-of-printahead-of-print2024-02-2310.1108/PR-04-2023-0300https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0300/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote workhttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0301/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics. Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed. Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates. Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work. Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work
Linda Johanna Jansson, Hilpi Kangas
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.

Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed.

Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.

Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.

Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.

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The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work10.1108/PR-04-2023-0301Personnel Review2024-01-09© 2023 Linda Johanna Jansson and Hilpi KangasLinda Johanna JanssonHilpi KangasPersonnel Reviewahead-of-printahead-of-print2024-01-0910.1108/PR-04-2023-0301https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0301/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Linda Johanna Jansson and Hilpi Kangashttp://creativecommons.org/licences/by/4.0/legalcode
The role of employee personality in employee satisfaction and turnover: insights from online employee reviewshttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0309/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOnline employee reviews have emerged as a crucial information source for business managers to evaluate employee behavior and firm performance. The purpose of this paper is to test the relationship between employee personality traits, derived from online employee reviews and job satisfaction and turnover behavior at the individual level. The authors apply text-mining techniques to extract personality traits from online employee reviews on Indeed.com based on the Big Five theory. They also apply a machine learning classification algorithm to demonstrate that incorporating personality traits can significantly enhance employee turnover prediction accuracy. Personality traits such as agreeableness, conscientiousness and openness are positively associated with job satisfaction, while extraversion and neuroticism are negatively related to job satisfaction. Moreover, the impact of personality traits on overall job satisfaction is stronger for former employees than for current employees. Personality traits are significantly linked to employee turnover behavior, with a one-unit increase in the neuroticism score raising the probability of an employee becoming a former employee by 0.6%. These findings have implications for firm managers looking to gain insights into employee online review behavior and improve firm performance. Online employee review websites are recommended to include the identified personality traits. This study identifies employee personality traits from automated analysis of employee-generated data and verifies their relationship with employee satisfaction and employee turnover, providing new insights into the development of human resources in the era of big data.The role of employee personality in employee satisfaction and turnover: insights from online employee reviews
Ruigang Wu, Xuefeng Zhao, Zhuo Li, Yang Xie
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Online employee reviews have emerged as a crucial information source for business managers to evaluate employee behavior and firm performance. The purpose of this paper is to test the relationship between employee personality traits, derived from online employee reviews and job satisfaction and turnover behavior at the individual level.

The authors apply text-mining techniques to extract personality traits from online employee reviews on Indeed.com based on the Big Five theory. They also apply a machine learning classification algorithm to demonstrate that incorporating personality traits can significantly enhance employee turnover prediction accuracy.

Personality traits such as agreeableness, conscientiousness and openness are positively associated with job satisfaction, while extraversion and neuroticism are negatively related to job satisfaction. Moreover, the impact of personality traits on overall job satisfaction is stronger for former employees than for current employees. Personality traits are significantly linked to employee turnover behavior, with a one-unit increase in the neuroticism score raising the probability of an employee becoming a former employee by 0.6%.

These findings have implications for firm managers looking to gain insights into employee online review behavior and improve firm performance. Online employee review websites are recommended to include the identified personality traits.

This study identifies employee personality traits from automated analysis of employee-generated data and verifies their relationship with employee satisfaction and employee turnover, providing new insights into the development of human resources in the era of big data.

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The role of employee personality in employee satisfaction and turnover: insights from online employee reviews10.1108/PR-04-2023-0309Personnel Review2024-02-08© 2024 Emerald Publishing LimitedRuigang WuXuefeng ZhaoZhuo LiYang XiePersonnel Reviewahead-of-printahead-of-print2024-02-0810.1108/PR-04-2023-0309https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0309/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threatshttps://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0358/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite ongoing reports of insider-driven leakage of confidential data, both academic scholars and practitioners tend to focus on external threats and favour information technology (IT)-centric solutions to secure and strengthen their information security ecosystem. Unfortunately, they pay little attention to human resource management (HRM) solutions. This paper aims to address this gap and proposes an actionable human resource (HR)-centric and artificial intelligence (AI)-driven framework. The paper highlights the dangers posed by insider threats and presents key findings from a Leximancer-based analysis of a rapid literature review on the role, nature and contribution of HRM for information security, especially in addressing insider threats. The study also discusses the limitations of these solutions and proposes an HR-in-the-loop model, driven by AI and machine learning to mitigate these limitations. The paper argues that AI promises to offer many HRM-centric opportunities to fortify the information security architecture if used strategically and intelligently. The HR-in-the-loop model can ensure that the human factors are considered when designing information security solutions. By combining AI and machine learning with human expertise, this model can provide an effective and comprehensive approach to addressing insider threats. The paper fills the research gap on the critical role of HR in securing and strengthening information security. It makes further contribution in identifying the limitations of HRM solutions in info security and how AI and machine learning can be leveraged to address these limitations to some extent.Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats
Mohan Thite, Ramanathan Iyer
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite ongoing reports of insider-driven leakage of confidential data, both academic scholars and practitioners tend to focus on external threats and favour information technology (IT)-centric solutions to secure and strengthen their information security ecosystem. Unfortunately, they pay little attention to human resource management (HRM) solutions. This paper aims to address this gap and proposes an actionable human resource (HR)-centric and artificial intelligence (AI)-driven framework.

The paper highlights the dangers posed by insider threats and presents key findings from a Leximancer-based analysis of a rapid literature review on the role, nature and contribution of HRM for information security, especially in addressing insider threats. The study also discusses the limitations of these solutions and proposes an HR-in-the-loop model, driven by AI and machine learning to mitigate these limitations.

The paper argues that AI promises to offer many HRM-centric opportunities to fortify the information security architecture if used strategically and intelligently. The HR-in-the-loop model can ensure that the human factors are considered when designing information security solutions. By combining AI and machine learning with human expertise, this model can provide an effective and comprehensive approach to addressing insider threats.

The paper fills the research gap on the critical role of HR in securing and strengthening information security. It makes further contribution in identifying the limitations of HRM solutions in info security and how AI and machine learning can be leveraged to address these limitations to some extent.

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Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats10.1108/PR-04-2023-0358Personnel Review2024-03-01© 2024 Emerald Publishing LimitedMohan ThiteRamanathan IyerPersonnel Reviewahead-of-printahead-of-print2024-03-0110.1108/PR-04-2023-0358https://www.emerald.com/insight/content/doi/10.1108/PR-04-2023-0358/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practicehttps://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0377/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestImpoverished employee mental health is harmful to employees and organisational performance. There is emerging interest in employee mental health in the human resource management (HRM) field. The majority of these studies mainly focus on the organisational and individual levels from the psychological and managerial perspectives without considering the sectoral characteristics and societal context. This perspective paper draws on extant literature as well as 10 informal interviews with medical professionals, organisational leaders in the public sector, teachers and HR professionals to shed light on employee mental health research, practice and challenges in the Chinese context. This paper reveals national, sectoral, occupational and individual factors that shape mental health problems, individual coping mechanisms and organisational interventions. It also shows international influence on employee mental health in the form of institutional pressure and knowledge transfer. There is limited research on employee mental health and HRM in the Chinese context, which restricts the scope of discussion in this paper, but at the same time presents rich future research opportunities that may be relevant to other national settings. Managing the mental health of the workforce is part of the mental health management of the population, which means a holistic approach to building a mental health eco-system needs to be adopted. The authors call for more research on employee mental health in the Chinese context to provide evidence to support policy development and organisational efforts to scale up mental health services at the national and organisational levels. The authors also provide practical recommendations for policymakers and employing organisations. The authors present a multi-level and multi-factor overview related to employee mental health in the Chinese context. The authors argue for a resource-based and multi-stakeholder approach, which will help inform and improve mental health policy and practice. The authors present several avenues for future scholarship and research. The authors extend the research frontiers of employee mental health issues by calling for the inclusion of a broader range of theoretical lenses including institutional theory, cultural and spiritual perspective and critical sociology to understand more fully how employee mental health conditions may be undermined or improved.Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice
Fang Lee Cooke, Wenqiong Xu
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Impoverished employee mental health is harmful to employees and organisational performance. There is emerging interest in employee mental health in the human resource management (HRM) field. The majority of these studies mainly focus on the organisational and individual levels from the psychological and managerial perspectives without considering the sectoral characteristics and societal context.

This perspective paper draws on extant literature as well as 10 informal interviews with medical professionals, organisational leaders in the public sector, teachers and HR professionals to shed light on employee mental health research, practice and challenges in the Chinese context.

This paper reveals national, sectoral, occupational and individual factors that shape mental health problems, individual coping mechanisms and organisational interventions. It also shows international influence on employee mental health in the form of institutional pressure and knowledge transfer.

There is limited research on employee mental health and HRM in the Chinese context, which restricts the scope of discussion in this paper, but at the same time presents rich future research opportunities that may be relevant to other national settings.

Managing the mental health of the workforce is part of the mental health management of the population, which means a holistic approach to building a mental health eco-system needs to be adopted. The authors call for more research on employee mental health in the Chinese context to provide evidence to support policy development and organisational efforts to scale up mental health services at the national and organisational levels. The authors also provide practical recommendations for policymakers and employing organisations.

The authors present a multi-level and multi-factor overview related to employee mental health in the Chinese context. The authors argue for a resource-based and multi-stakeholder approach, which will help inform and improve mental health policy and practice. The authors present several avenues for future scholarship and research. The authors extend the research frontiers of employee mental health issues by calling for the inclusion of a broader range of theoretical lenses including institutional theory, cultural and spiritual perspective and critical sociology to understand more fully how employee mental health conditions may be undermined or improved.

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Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice10.1108/PR-05-2023-0377Personnel Review2023-08-04© 2023 Emerald Publishing LimitedFang Lee CookeWenqiong XuPersonnel Reviewahead-of-printahead-of-print2023-08-0410.1108/PR-05-2023-0377https://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0377/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Adoption of competence management practices by industries in an emerging country: an analysis via fuzzy TOPSIShttps://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0399/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to examine competence management practices in Brazilian industries using ISO 10015 as a framework of analysis, which establishes guidelines for competence management and people development. A survey was conducted with 22 high-qualified human resources management (HRM) professionals (81.8% of participants hold a PhD) with extensive experience in the Brazilian industrial sector (an average of 20.4 years). The experts assessed 13 practices (P) elaborated based on the ISO 10015:2020, considering two categories: large industries (LI) and small and medium-sized industries (SMI). Data analysis was performed using Hierarchical Cluster Analysis, frequency analysis, Fuzzy TOPSIS and sensitivity analysis. The practice “individual competences are correctly defined by organizations at all hierarchical levels” was deemed the best practice for LIs, while the practice “clear definition of activities and their specificities when structuring competence management and people development programs” was considered the best practice for SMIs. The practice “organizations map employees' future competence and development needs on a regular basis” received the lowest rating for both LIs and SMIs. When compared to LIs, SMIs have more severe deficiencies in applying competence management practices. The study's findings can be of great value in assisting managers in implementing structured competence management systems and people development initiatives. The findings of this study can be used by managers of businesses of all sizes and economic sectors to analyze their critical points in order to identify opportunities to improve their competence management systems and people development programs. This study fills a knowledge gap by analyzing the adoption of competence management practices in Brazil, answering the call for HRM research in developing countries. By using ISO 10015 as a framework of analysis, this study also addresses the literature gap regarding this important and relatively new management tool.Adoption of competence management practices by industries in an emerging country: an analysis via fuzzy TOPSIS
João Vyctor Brás dos Santos, Tiago F.A.C. Sigahi, Izabela Simon Rampasso, Gustavo Hermínio Salati Marcondes de Moraes, Lucas Veiga Ávila, Walter Leal Filho, Rosley Anholon
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to examine competence management practices in Brazilian industries using ISO 10015 as a framework of analysis, which establishes guidelines for competence management and people development.

A survey was conducted with 22 high-qualified human resources management (HRM) professionals (81.8% of participants hold a PhD) with extensive experience in the Brazilian industrial sector (an average of 20.4 years). The experts assessed 13 practices (P) elaborated based on the ISO 10015:2020, considering two categories: large industries (LI) and small and medium-sized industries (SMI). Data analysis was performed using Hierarchical Cluster Analysis, frequency analysis, Fuzzy TOPSIS and sensitivity analysis.

The practice “individual competences are correctly defined by organizations at all hierarchical levels” was deemed the best practice for LIs, while the practice “clear definition of activities and their specificities when structuring competence management and people development programs” was considered the best practice for SMIs. The practice “organizations map employees' future competence and development needs on a regular basis” received the lowest rating for both LIs and SMIs. When compared to LIs, SMIs have more severe deficiencies in applying competence management practices. The study's findings can be of great value in assisting managers in implementing structured competence management systems and people development initiatives.

The findings of this study can be used by managers of businesses of all sizes and economic sectors to analyze their critical points in order to identify opportunities to improve their competence management systems and people development programs.

This study fills a knowledge gap by analyzing the adoption of competence management practices in Brazil, answering the call for HRM research in developing countries. By using ISO 10015 as a framework of analysis, this study also addresses the literature gap regarding this important and relatively new management tool.

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Adoption of competence management practices by industries in an emerging country: an analysis via fuzzy TOPSIS10.1108/PR-05-2023-0399Personnel Review2023-09-01© 2023 Emerald Publishing LimitedJoão Vyctor Brás dos SantosTiago F.A.C. SigahiIzabela Simon RampassoGustavo Hermínio Salati Marcondes de MoraesLucas Veiga ÁvilaWalter Leal FilhoRosley AnholonPersonnel Reviewahead-of-printahead-of-print2023-09-0110.1108/PR-05-2023-0399https://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0399/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploring local job seekers perception toward employment in the private and public sectors in Qatar: implications for workforce nationalization policieshttps://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0424/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe influx of expatriates to the Gulf Cooperation Council (GCC) countries has led to labor imbalance inducing these countries to initiate workforce nationalization policies. However, despite the policies' emphasis on increasing the presence of nationals in all sectors, employing nationals in the private sector is still a critical challenge for policymakers. This paper explores local job seekers' and employees' perceptions of employment choices in the private and public sectors. Adopting a qualitative approach, data were collected through in-depth interviews with 28 local job seekers, either not currently employed or employed but seeking another job. The data revealed a contextualized understanding of positive and negative connotations pertaining to employment in the private and public sectors in Qatar. Understanding nationals' negative preconceived notions against working in the private sector and the perceived benefits of public sector employment lays the groundwork for developing measures to help policymakers to create labor market-oriented policies that stimulate mobility between the public and private sectors. This study contributes to the workforce nationalization literature in the GCC countries by examining local job seekers' perceptions associated with employment in the private sector and the public sector. A closer examination of why nationals are hesitant to enter the private sector can propel the pendulum towards higher success rates of workforce nationalization.Exploring local job seekers perception toward employment in the private and public sectors in Qatar: implications for workforce nationalization policies
Tamer H. Elsharnouby, Said Elbanna, Shatha M. Obeidat, Nasrina Issa Mauji
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The influx of expatriates to the Gulf Cooperation Council (GCC) countries has led to labor imbalance inducing these countries to initiate workforce nationalization policies. However, despite the policies' emphasis on increasing the presence of nationals in all sectors, employing nationals in the private sector is still a critical challenge for policymakers. This paper explores local job seekers' and employees' perceptions of employment choices in the private and public sectors.

Adopting a qualitative approach, data were collected through in-depth interviews with 28 local job seekers, either not currently employed or employed but seeking another job.

The data revealed a contextualized understanding of positive and negative connotations pertaining to employment in the private and public sectors in Qatar.

Understanding nationals' negative preconceived notions against working in the private sector and the perceived benefits of public sector employment lays the groundwork for developing measures to help policymakers to create labor market-oriented policies that stimulate mobility between the public and private sectors.

This study contributes to the workforce nationalization literature in the GCC countries by examining local job seekers' perceptions associated with employment in the private sector and the public sector. A closer examination of why nationals are hesitant to enter the private sector can propel the pendulum towards higher success rates of workforce nationalization.

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Exploring local job seekers perception toward employment in the private and public sectors in Qatar: implications for workforce nationalization policies10.1108/PR-05-2023-0424Personnel Review2023-09-01© 2023 Emerald Publishing LimitedTamer H. ElsharnoubySaid ElbannaShatha M. ObeidatNasrina Issa MaujiPersonnel Reviewahead-of-printahead-of-print2023-09-0110.1108/PR-05-2023-0424https://www.emerald.com/insight/content/doi/10.1108/PR-05-2023-0424/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Workplace ostracism: a qualitative enquiryhttps://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0454/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent. The study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity. The antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified. Workplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism. The study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.Workplace ostracism: a qualitative enquiry
Sanket Dash, Sushant Ranjan, Neha Bhardwaj, Siddhartha K. Rastogi
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.

The study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.

The antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.

Workplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.

The study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.

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Workplace ostracism: a qualitative enquiry10.1108/PR-06-2022-0454Personnel Review2023-06-15© 2023 Emerald Publishing LimitedSanket DashSushant RanjanNeha BhardwajSiddhartha K. RastogiPersonnel Reviewahead-of-printahead-of-print2023-06-1510.1108/PR-06-2022-0454https://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0454/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitmenthttps://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0456/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes? A qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship. Individuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future. This offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment. Despite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment
Nima Ali, Juani Swart
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes?

A qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship.

Individuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future.

This offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment.

Despite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.

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Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment10.1108/PR-06-2022-0456Personnel Review2023-06-14© 2023 Emerald Publishing LimitedNima AliJuani SwartPersonnel Reviewahead-of-printahead-of-print2023-06-1410.1108/PR-06-2022-0456https://www.emerald.com/insight/content/doi/10.1108/PR-06-2022-0456/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Defender, Disturber or Driver? The ideal-typical professional identities of HR practitionershttps://www.emerald.com/insight/content/doi/10.1108/PR-06-2023-0511/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to contribute knowledge about different professional identities represented among HR practitioners from Weber's “ideal types” framework. The paper is based on semi-structured interviews with 34 Swedish HR practitioners working in large public and private organisations. The findings reveal that HR practitioners' identity is perceived as indistinct, unclear and shattered, which leaves lots of room for interpreting HR identity. Based on a thematic content analysis, three different ideal-type identities are presented, each representing the characteristic traits of an HR identity type. These are the Defender who always supports the managers, the Disturber who questions the managers in favour of the employees and the Driver who focuses on the economic expansion of the organisation. One of the potential constraints of this study is the authors’ reliance on interview data. This finding implies that future research can employ mixed methods or observational techniques to bridge the gap between narrated responsibilities and real-time actions. The data source, predominantly from larger organisations, presents another limitation. This raises a significant research implication: there is a need to study identity formation among HR practitioners in smaller organisations. The theoretical framework this study contributes can aid in comprehending HR practitioners' identities and their corresponding actions. Continued research might explore the significance of these ideal-type identities. The model presented provides a new way of understanding HR practitioners' complex and shattered professional identity and the various stakeholders that direct different expectations towards them. This knowledge can be used both in HR education and in HR work as a basis for discussing the social work environment of HR practitioners and negotiating their work and identity. The study contributes knowledge of the professional identities of HR managers, an under-researched area, especially when it comes to empirical research about the HR practitioners' own experiences of their everyday work and view of the HR profession.Defender, Disturber or Driver? The ideal-typical professional identities of HR practitioners
Lisa Ferm, Andreas Wallo, Cathrine Reineholm, Daniel Lundqvist
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to contribute knowledge about different professional identities represented among HR practitioners from Weber's “ideal types” framework.

The paper is based on semi-structured interviews with 34 Swedish HR practitioners working in large public and private organisations.

The findings reveal that HR practitioners' identity is perceived as indistinct, unclear and shattered, which leaves lots of room for interpreting HR identity. Based on a thematic content analysis, three different ideal-type identities are presented, each representing the characteristic traits of an HR identity type. These are the Defender who always supports the managers, the Disturber who questions the managers in favour of the employees and the Driver who focuses on the economic expansion of the organisation.

One of the potential constraints of this study is the authors’ reliance on interview data. This finding implies that future research can employ mixed methods or observational techniques to bridge the gap between narrated responsibilities and real-time actions. The data source, predominantly from larger organisations, presents another limitation. This raises a significant research implication: there is a need to study identity formation among HR practitioners in smaller organisations. The theoretical framework this study contributes can aid in comprehending HR practitioners' identities and their corresponding actions. Continued research might explore the significance of these ideal-type identities.

The model presented provides a new way of understanding HR practitioners' complex and shattered professional identity and the various stakeholders that direct different expectations towards them. This knowledge can be used both in HR education and in HR work as a basis for discussing the social work environment of HR practitioners and negotiating their work and identity.

The study contributes knowledge of the professional identities of HR managers, an under-researched area, especially when it comes to empirical research about the HR practitioners' own experiences of their everyday work and view of the HR profession.

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Defender, Disturber or Driver? The ideal-typical professional identities of HR practitioners10.1108/PR-06-2023-0511Personnel Review2023-12-01© 2023 Lisa Ferm, Andreas Wallo, Cathrine Reineholm and Daniel LundqvistLisa FermAndreas WalloCathrine ReineholmDaniel LundqvistPersonnel Reviewahead-of-printahead-of-print2023-12-0110.1108/PR-06-2023-0511https://www.emerald.com/insight/content/doi/10.1108/PR-06-2023-0511/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Lisa Ferm, Andreas Wallo, Cathrine Reineholm and Daniel Lundqvisthttp://creativecommons.org/licences/by/4.0/legalcode
Inside out and upside down? Perceptions of temporary employment histories in the time of COVIDhttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0468/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPerceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery. Drawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories. The authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers. The paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates. This paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.Inside out and upside down? Perceptions of temporary employment histories in the time of COVID
Fei Song, Danielle Lamb
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Perceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.

Drawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.

The authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.

The paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.

This paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.

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Inside out and upside down? Perceptions of temporary employment histories in the time of COVID10.1108/PR-07-2022-0468Personnel Review2023-06-19© 2023 Emerald Publishing LimitedFei SongDanielle LambPersonnel Reviewahead-of-printahead-of-print2023-06-1910.1108/PR-07-2022-0468https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0468/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Perceived overqualification, work-related boredom, and intention to leave: examining the moderating role of high-performance work systemshttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0474/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPrior studies have shown various mediating and moderating mechanisms regarding the effect of employees' perceived overqualification on intention to leave (ITL). Nonetheless, only a few empirical studies have shed light on the negative underlying processes that explain this relationship. Furthermore, less is known about the role of high-performance work systems (HPWSs) in the overqualification literature. Drawing upon relative deprivation theory (RDT), this research attempts to fill these gaps by examining the mediating role of work-related boredom and the moderating role of perceived HPWSs in the association between perceived overqualification and ITL. Data from a sample of 188 employees working in a Greek manufacturing company were analyzed using the PROCESS macros for SPSS. The results indicated that work-related boredom mediates the association between perceived overqualification and ITL. Moreover, HPWSs attenuated the relationship of perceived overqualification with both work-related boredom and ITL, such that their association was positive only when employees' perceptions of HPWSs were low. This study adds to the existing literature regarding why and how perceived overqualification affects ITL. Even more, this is one of the first studies that examine the role of HPWSs in the literature of overqualification. Theoretical and practical implications were also considered.Perceived overqualification, work-related boredom, and intention to leave: examining the moderating role of high-performance work systems
Anna Bochoridou, Panagiotis Gkorezis
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Prior studies have shown various mediating and moderating mechanisms regarding the effect of employees' perceived overqualification on intention to leave (ITL). Nonetheless, only a few empirical studies have shed light on the negative underlying processes that explain this relationship. Furthermore, less is known about the role of high-performance work systems (HPWSs) in the overqualification literature. Drawing upon relative deprivation theory (RDT), this research attempts to fill these gaps by examining the mediating role of work-related boredom and the moderating role of perceived HPWSs in the association between perceived overqualification and ITL.

Data from a sample of 188 employees working in a Greek manufacturing company were analyzed using the PROCESS macros for SPSS.

The results indicated that work-related boredom mediates the association between perceived overqualification and ITL. Moreover, HPWSs attenuated the relationship of perceived overqualification with both work-related boredom and ITL, such that their association was positive only when employees' perceptions of HPWSs were low.

This study adds to the existing literature regarding why and how perceived overqualification affects ITL. Even more, this is one of the first studies that examine the role of HPWSs in the literature of overqualification. Theoretical and practical implications were also considered.

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Perceived overqualification, work-related boredom, and intention to leave: examining the moderating role of high-performance work systems10.1108/PR-07-2022-0474Personnel Review2023-08-15© 2023 Emerald Publishing LimitedAnna BochoridouPanagiotis GkorezisPersonnel Reviewahead-of-printahead-of-print2023-08-1510.1108/PR-07-2022-0474https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0474/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for workhttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0481/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on social support theory, this study empirically investigates the relationship between family-supportive supervisor behaviours (FSSBs) and the family cohesion of employees in the presence of job crafting as a mediator and passion for work as a moderator. This study uses a structural equation modelling technique on three-wave, time-lagged primary data (N = 305) collected from employees of service sector firms in Pakistan. The results reveal that FSSBs enhance the family cohesion of employees through the underlying mechanism of job crafting. Using passion for work as a moderator, the conditional analysis shows that the link between FSSBs and job crafting becomes stronger in the presence of high passion for work. This study extends the literature on the link between FSSBs and job crafting and provides insightful theoretical contributions. This study advances social support theory by providing support for and detailing practical implications of promoting FSSBs, thus enhancing the understanding of the positive impact of job crafting behaviours across non-work spheres.Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work
Maryam Saleem, Balqees Ahmed, Yi Zhang, Abdelrahman Baqrain
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on social support theory, this study empirically investigates the relationship between family-supportive supervisor behaviours (FSSBs) and the family cohesion of employees in the presence of job crafting as a mediator and passion for work as a moderator.

This study uses a structural equation modelling technique on three-wave, time-lagged primary data (N = 305) collected from employees of service sector firms in Pakistan.

The results reveal that FSSBs enhance the family cohesion of employees through the underlying mechanism of job crafting. Using passion for work as a moderator, the conditional analysis shows that the link between FSSBs and job crafting becomes stronger in the presence of high passion for work.

This study extends the literature on the link between FSSBs and job crafting and provides insightful theoretical contributions. This study advances social support theory by providing support for and detailing practical implications of promoting FSSBs, thus enhancing the understanding of the positive impact of job crafting behaviours across non-work spheres.

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Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work10.1108/PR-07-2022-0481Personnel Review2023-06-09© 2023 Emerald Publishing LimitedMaryam SaleemBalqees AhmedYi ZhangAbdelrahman BaqrainPersonnel Reviewahead-of-printahead-of-print2023-06-0910.1108/PR-07-2022-0481https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0481/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How and when do strengths work? The effect of strengths-based leadership on follower career satisfactionhttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0485/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on conversation of resources theory, the present paper aimed to investigate the effect of strengths-based leadership on follower career satisfaction and the mediating role of follower strengths use as well as the moderating role of emotional exhaustion in the relationship. Research data were gathered at 3 time points with a sample of 210 participants working in various organizations in China. Structural equation model (SEM) was applied to examine the authors' hypotheses. The results indicated that strengths-based leadership has a positive impact on follower career satisfaction and follower strengths use fully mediates the effect of strengths-based leadership on follower career satisfaction. More importantly, emotional exhaustion enhanced the direct relationship between strengths use and career satisfaction and the indirect association of strengths-based leadership with follower career satisfaction through follower strengths use. The main limitation of the present paper was the single source of research data. The present paper advances strengths-based leadership theory and research and provides a new insight into cultivating employee career satisfaction.How and when do strengths work? The effect of strengths-based leadership on follower career satisfaction
He Ding, Jun Liu, Enhai Yu
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on conversation of resources theory, the present paper aimed to investigate the effect of strengths-based leadership on follower career satisfaction and the mediating role of follower strengths use as well as the moderating role of emotional exhaustion in the relationship.

Research data were gathered at 3 time points with a sample of 210 participants working in various organizations in China. Structural equation model (SEM) was applied to examine the authors' hypotheses.

The results indicated that strengths-based leadership has a positive impact on follower career satisfaction and follower strengths use fully mediates the effect of strengths-based leadership on follower career satisfaction. More importantly, emotional exhaustion enhanced the direct relationship between strengths use and career satisfaction and the indirect association of strengths-based leadership with follower career satisfaction through follower strengths use.

The main limitation of the present paper was the single source of research data.

The present paper advances strengths-based leadership theory and research and provides a new insight into cultivating employee career satisfaction.

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How and when do strengths work? The effect of strengths-based leadership on follower career satisfaction10.1108/PR-07-2022-0485Personnel Review2023-08-22© 2023 Emerald Publishing LimitedHe DingJun LiuEnhai YuPersonnel Reviewahead-of-printahead-of-print2023-08-2210.1108/PR-07-2022-0485https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0485/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHRhttps://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0491/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOrganizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations. The authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections. This research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being. Although the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility. CSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first. This study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management. The originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHR
Vui-Yee Koon, Yuka Fujimoto
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Organizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.

The authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.

This research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.

Although the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.

CSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.

This study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.

The originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.

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From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHR10.1108/PR-07-2022-0491Personnel Review2023-06-05© 2023 Emerald Publishing LimitedVui-Yee KoonYuka FujimotoPersonnel Reviewahead-of-printahead-of-print2023-06-0510.1108/PR-07-2022-0491https://www.emerald.com/insight/content/doi/10.1108/PR-07-2022-0491/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Attachment, stress and interactional justicehttps://www.emerald.com/insight/content/doi/10.1108/PR-08-2022-0537/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to examine how individuals' attachment dispositions relate to interactional justice perceptions, how work stressors moderate this association, and how together they associate with attitudes (satisfaction, turnover intention, commitment) and citizenship behaviors at work. Survey data were used in an observed variable path analysis examining mediation by interactional justice and moderation by stressors on the associations between attachment dimensions and work outcomes. Attachment avoidance was negatively related to interactional justice perceptions and attachment anxiety was also negatively related to interactional justice perceptions, but only under conditions of higher work stressors. Interactional justice mediated the associations between attachment avoidance and work outcomes, and between the interaction of attachment anxiety and work stressors on work outcomes. These findings are particularly relevant to multiple aspects of HR practice, including performance feedback, managing stressors, building resilience, reward allocation and recognition, designing wellness programs and other aspects of human resource management. This research goes beyond contextual predictors of justice perceptions and demonstrates that jointly considering attachment dimensions and work stressors uniquely contributes to understanding the formation of justice perceptions and their combined influence on work attitudes and behavior.Attachment, stress and interactional justice
David A. Richards, Lumina S. Albert, Aaron C.H. Schat
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to examine how individuals' attachment dispositions relate to interactional justice perceptions, how work stressors moderate this association, and how together they associate with attitudes (satisfaction, turnover intention, commitment) and citizenship behaviors at work.

Survey data were used in an observed variable path analysis examining mediation by interactional justice and moderation by stressors on the associations between attachment dimensions and work outcomes.

Attachment avoidance was negatively related to interactional justice perceptions and attachment anxiety was also negatively related to interactional justice perceptions, but only under conditions of higher work stressors. Interactional justice mediated the associations between attachment avoidance and work outcomes, and between the interaction of attachment anxiety and work stressors on work outcomes.

These findings are particularly relevant to multiple aspects of HR practice, including performance feedback, managing stressors, building resilience, reward allocation and recognition, designing wellness programs and other aspects of human resource management.

This research goes beyond contextual predictors of justice perceptions and demonstrates that jointly considering attachment dimensions and work stressors uniquely contributes to understanding the formation of justice perceptions and their combined influence on work attitudes and behavior.

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Attachment, stress and interactional justice10.1108/PR-08-2022-0537Personnel Review2023-08-28© 2023 Emerald Publishing LimitedDavid A. RichardsLumina S. AlbertAaron C.H. SchatPersonnel Reviewahead-of-printahead-of-print2023-08-2810.1108/PR-08-2022-0537https://www.emerald.com/insight/content/doi/10.1108/PR-08-2022-0537/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employees' HR attributions count: the effects of high-performance work systems on employees' thriving at work and emotional exhaustionhttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2021-0632/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlthough prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion. The authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing. The results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload. Current literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.Employees' HR attributions count: the effects of high-performance work systems on employees' thriving at work and emotional exhaustion
Man Cao, Shuming Zhao, Jiaxi Chen, Hongjiang Lv
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Although prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion.

The authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing.

The results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload.

Current literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.

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Employees' HR attributions count: the effects of high-performance work systems on employees' thriving at work and emotional exhaustion10.1108/PR-09-2021-0632Personnel Review2023-07-03© 2023 Emerald Publishing LimitedMan CaoShuming ZhaoJiaxi ChenHongjiang LvPersonnel Reviewahead-of-printahead-of-print2023-07-0310.1108/PR-09-2021-0632https://www.emerald.com/insight/content/doi/10.1108/PR-09-2021-0632/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflicthttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2021-0673/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBy utilizing boundary theory and distraction–conflict theory, this study attempted to examine the influential process of supportive teleworking practices granting work scheduling autonomy on work-to-family conflict (WFC) via the mediating mechanism of work interruption initiated from home. The study conducted two-wave online questionnaire survey to obtain a final sample of 277 remote knowledge workers in Taiwan during the peak period of COVID-19 pandemic. Hypotheses were tested with partial least squares-structural equation modelling using SmartPLS 3.0 software. The results revealed that supportive teleworking practices did not directly decrease the level of WFC while home-sourced work interruptions fully mediated the negative relationship between supportive teleworking practices and WFC. This provides a more nuanced explanation for how and why supportive teleworking practices are beneficial for employees to cope with the challenge of work–home interferences under the new ways of working. The findings simultaneously address evidence-based practices to better deal with mandatory teleworking during potential societal crisis beyond the COVID-19 pandemic.Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflict
Mei-Ling Wang, Ming-Chi Lee, Hsiao-Yen Mao
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

By utilizing boundary theory and distraction–conflict theory, this study attempted to examine the influential process of supportive teleworking practices granting work scheduling autonomy on work-to-family conflict (WFC) via the mediating mechanism of work interruption initiated from home.

The study conducted two-wave online questionnaire survey to obtain a final sample of 277 remote knowledge workers in Taiwan during the peak period of COVID-19 pandemic. Hypotheses were tested with partial least squares-structural equation modelling using SmartPLS 3.0 software.

The results revealed that supportive teleworking practices did not directly decrease the level of WFC while home-sourced work interruptions fully mediated the negative relationship between supportive teleworking practices and WFC.

This provides a more nuanced explanation for how and why supportive teleworking practices are beneficial for employees to cope with the challenge of work–home interferences under the new ways of working. The findings simultaneously address evidence-based practices to better deal with mandatory teleworking during potential societal crisis beyond the COVID-19 pandemic.

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Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflict10.1108/PR-09-2021-0673Personnel Review2023-09-25© 2023 Emerald Publishing LimitedMei-Ling WangMing-Chi LeeHsiao-Yen MaoPersonnel Reviewahead-of-printahead-of-print2023-09-2510.1108/PR-09-2021-0673https://www.emerald.com/insight/content/doi/10.1108/PR-09-2021-0673/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanismshttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0588/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHuman–animal interactions (HAIs) have been found to have an extensive and significant influence on individuals' well-being and health-related outcomes. However, there are few studies that examine this influence on work-related contexts, such as teleworking. In this study, the author relied on the affective events theory to examine the effect of daily HAI on employees’ daily work engagement and the underlying mechanisms (daily affect ratio and state mindfulness), by resorting to a daily diary study. To test the hypotheses, the author collected daily data during five consecutive working days with pet owners (N = 400 × 5 = 2,000). Multilevel results showed that interacting with pets during the working day was positively associated with daily work engagement, but this positive relationship was stronger for individuals with lower levels of mindfulness. Further analyses showed that the daily affect ratio mediated the moderating effect of mindfulness on the relationship between daily interactions with pets and daily work engagement. These findings provide strong support for the proposed mediated moderation model; indeed, positive affect and mindfulness help to explain the positive effect of HAIs on work engagement. Hence, managers may consider the adoption of teleworking, even in a hybrid format for those workers who own pets, because interacting with pets may be a strategy to make them feel more positive and, in turn, more enthusiastic, dedicated and absorbed in their work. This study is one of the first studies to demonstrate the importance of adopting pet-friendly practices, such as allowing pet owners to telework, as a way to promote daily work engagement.Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms
Ana Junça Silva
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Human–animal interactions (HAIs) have been found to have an extensive and significant influence on individuals' well-being and health-related outcomes. However, there are few studies that examine this influence on work-related contexts, such as teleworking. In this study, the author relied on the affective events theory to examine the effect of daily HAI on employees’ daily work engagement and the underlying mechanisms (daily affect ratio and state mindfulness), by resorting to a daily diary study.

To test the hypotheses, the author collected daily data during five consecutive working days with pet owners (N = 400 × 5 = 2,000).

Multilevel results showed that interacting with pets during the working day was positively associated with daily work engagement, but this positive relationship was stronger for individuals with lower levels of mindfulness. Further analyses showed that the daily affect ratio mediated the moderating effect of mindfulness on the relationship between daily interactions with pets and daily work engagement.

These findings provide strong support for the proposed mediated moderation model; indeed, positive affect and mindfulness help to explain the positive effect of HAIs on work engagement. Hence, managers may consider the adoption of teleworking, even in a hybrid format for those workers who own pets, because interacting with pets may be a strategy to make them feel more positive and, in turn, more enthusiastic, dedicated and absorbed in their work.

This study is one of the first studies to demonstrate the importance of adopting pet-friendly practices, such as allowing pet owners to telework, as a way to promote daily work engagement.

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Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms10.1108/PR-09-2022-0588Personnel Review2022-12-27© 2022 Emerald Publishing LimitedAna Junça SilvaPersonnel Reviewahead-of-printahead-of-print2022-12-2710.1108/PR-09-2022-0588https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0588/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2022 Emerald Publishing Limited
Supervisor incivility and counterproductive work behavior: the role of job and personal resourceshttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0603/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStudies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization. Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2). Across the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting. The findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior. This study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.Supervisor incivility and counterproductive work behavior: the role of job and personal resources
Rana Muhammad Naeem, Qingxiong (Derek) Weng, Zahid Hameed, Ghulam Ali Arain, Zia Ul Islam
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Studies show that supervisor incivility can have detrimental consequences for subordinates. However, little is known about the job and personal resources that can reduce the effect of supervisor incivility on subordinates' counterproductive work behavior (CWB). Based on the Job Demand-Resources (JD-R) model, we investigate social job crafting (job resource) and internal locus of control (LOC; personal resource) as buffers on the relationship between supervisor incivility and subordinates' CWB toward the organization.

Two field studies to test our proposed hypotheses were conducted. A two-wave time-lagged design was used and data was collected from 115 supervisors and 318 subordinates from a large electricity provider company (study 1) and 121 employee–coworker dyads from a large insurance company (study 2).

Across the two studies it was found that supervisor incivility positively relates to subordinates' CWB toward the organization. Further, this relationship was weaker for individuals with high internal LOC and those who engaged in social job crafting.

The findings are helpful for HR managers to figure out how to stop supervisor incivility through civility training and motivating employees to social job crafting behavior.

This study implies that social job crafting (job resource) and internal LOC (personal resource) are essential factors that can reduce the effects of supervisor incivility on subordinates' CWB toward the organization.

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Supervisor incivility and counterproductive work behavior: the role of job and personal resources10.1108/PR-09-2022-0603Personnel Review2023-06-20© 2023 Emerald Publishing LimitedRana Muhammad NaeemQingxiong (Derek) WengZahid HameedGhulam Ali ArainZia Ul IslamPersonnel Reviewahead-of-printahead-of-print2023-06-2010.1108/PR-09-2022-0603https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0603/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after traininghttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0629/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe present study used the job-demands and resources (JD-R) framework to understand how the training is transferred to an extreme working context through the analysis of job and personal resources (social support from the leader and colleagues and adaptability). Specifically, the authors tested the mediating role of motivation to transfer in the relationship (1) between the perceived support from the supervisor and colleagues and performance after training and (2) between adaptability and performance in an extreme context of the pandemic crisis – the first peak of COVID-19 in Portugal. Further, an inspection of the factors that predicted knowledge transfer and adaptability under an extreme context was carried out. To do so, necessary training about the new safety rules regarding the pandemic crisis of COVID-19 was implemented in a healthcare institution as a strategy to help healthcare workers deal with the increasing uncertainty and complexity that was threatening their work. It consisted of three sessions (each with one hour of training) regarding procedures, rules and safety norms. The training occurred in May 2020. Overall, 291 healthcare workers participated in the study and answered one online questionnaire one week after training completion. The results showed that the motivation to transfer had a significant indirect effect on the relationship between colleagues' and supervisors' support and performance and between adaptability and performance. Additionally, complementary analyses showed that the mediations depended on the levels of self-efficacy in such a way that the indirect relationships were stronger when self-efficacy was higher. Thus, adaptability and support, both from colleagues and the supervisor, are determining factors for knowledge transfer and resultant performance in extreme contexts, such as the COVID-19 pandemic crisis. Lastly, the results showed that the most significant predictors of transference were self-efficacy and the motivation to transfer the learned knowledge. On the other hand, self-efficacy, peer support and the opportunity to use the knowledge were the most significant predictors of adaptability. These findings provide support for the role of employee motivation to transfer as a mechanism connecting both perceived support and adaptability to performance outcomes under extreme working contexts. This study, conducted in the middle of the COVID-19 pandemic context – an extreme and uncertain working context – shows the relevance of both job and individual factors to predict employees' adaptability to such contexts.Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training
Ana Junça Silva, Deolinda Pinto
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The present study used the job-demands and resources (JD-R) framework to understand how the training is transferred to an extreme working context through the analysis of job and personal resources (social support from the leader and colleagues and adaptability). Specifically, the authors tested the mediating role of motivation to transfer in the relationship (1) between the perceived support from the supervisor and colleagues and performance after training and (2) between adaptability and performance in an extreme context of the pandemic crisis – the first peak of COVID-19 in Portugal. Further, an inspection of the factors that predicted knowledge transfer and adaptability under an extreme context was carried out.

To do so, necessary training about the new safety rules regarding the pandemic crisis of COVID-19 was implemented in a healthcare institution as a strategy to help healthcare workers deal with the increasing uncertainty and complexity that was threatening their work. It consisted of three sessions (each with one hour of training) regarding procedures, rules and safety norms. The training occurred in May 2020. Overall, 291 healthcare workers participated in the study and answered one online questionnaire one week after training completion.

The results showed that the motivation to transfer had a significant indirect effect on the relationship between colleagues' and supervisors' support and performance and between adaptability and performance. Additionally, complementary analyses showed that the mediations depended on the levels of self-efficacy in such a way that the indirect relationships were stronger when self-efficacy was higher. Thus, adaptability and support, both from colleagues and the supervisor, are determining factors for knowledge transfer and resultant performance in extreme contexts, such as the COVID-19 pandemic crisis. Lastly, the results showed that the most significant predictors of transference were self-efficacy and the motivation to transfer the learned knowledge. On the other hand, self-efficacy, peer support and the opportunity to use the knowledge were the most significant predictors of adaptability.

These findings provide support for the role of employee motivation to transfer as a mechanism connecting both perceived support and adaptability to performance outcomes under extreme working contexts.

This study, conducted in the middle of the COVID-19 pandemic context – an extreme and uncertain working context – shows the relevance of both job and individual factors to predict employees' adaptability to such contexts.

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Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training10.1108/PR-09-2022-0629Personnel Review2024-01-05© 2023 Emerald Publishing LimitedAna Junça SilvaDeolinda PintoPersonnel Reviewahead-of-printahead-of-print2024-01-0510.1108/PR-09-2022-0629https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0629/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Rethinking skill development in a VUCA world: firm-specific skills developed through training and development in South Koreahttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0656/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine the effect of firm-specific skills on formal and informal training and development (T&D) effectiveness, job satisfaction, turnover intentions, and the moderating effect of job tenure on each hypothesized path. The authors adopt a micro perspective on human capital, arguing its significance to examine the role of job attitudes in developing firm-specific skills. A total of 1,514 South Korean workers' responses were obtained from the Human Capital Corporate Panel dataset. This study conducted structural equation modeling (SEM) to examine the structural relationships between the study variables. A subsequent multigroup SEM was conducted to determine whether the structural model differed across job tenures by comparing the results for employees with more than and less than six years of tenure. The findings indicate that (a) firm-specific skills have a negative effect on formal T&D effectiveness and no significant effect on informal T&D effectiveness; (b) firm-specific skills have a negative effect on job satisfaction and no significant effect on turnover intentions; (c) formal T&D effectiveness has a positive effect on job satisfaction and a negative effect on turnover intentions; (d) informal T&D effectiveness has a positive effect on job satisfaction and no significant effect on turnover intentions; and (e) job tenure partially moderates the relationships among the proposed study variables. The study's findings provide new insights into human capital theory, focusing on whether firm-specific skills can be a source of sustained competitive advantage from employees' perspectives.Rethinking skill development in a VUCA world: firm-specific skills developed through training and development in South Korea
Junhee Kim, Kibum Kwon, Jeehyun Choi
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to examine the effect of firm-specific skills on formal and informal training and development (T&D) effectiveness, job satisfaction, turnover intentions, and the moderating effect of job tenure on each hypothesized path. The authors adopt a micro perspective on human capital, arguing its significance to examine the role of job attitudes in developing firm-specific skills.

A total of 1,514 South Korean workers' responses were obtained from the Human Capital Corporate Panel dataset. This study conducted structural equation modeling (SEM) to examine the structural relationships between the study variables. A subsequent multigroup SEM was conducted to determine whether the structural model differed across job tenures by comparing the results for employees with more than and less than six years of tenure.

The findings indicate that (a) firm-specific skills have a negative effect on formal T&D effectiveness and no significant effect on informal T&D effectiveness; (b) firm-specific skills have a negative effect on job satisfaction and no significant effect on turnover intentions; (c) formal T&D effectiveness has a positive effect on job satisfaction and a negative effect on turnover intentions; (d) informal T&D effectiveness has a positive effect on job satisfaction and no significant effect on turnover intentions; and (e) job tenure partially moderates the relationships among the proposed study variables.

The study's findings provide new insights into human capital theory, focusing on whether firm-specific skills can be a source of sustained competitive advantage from employees' perspectives.

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Rethinking skill development in a VUCA world: firm-specific skills developed through training and development in South Korea10.1108/PR-09-2022-0656Personnel Review2023-06-30© 2023 Emerald Publishing LimitedJunhee KimKibum KwonJeehyun ChoiPersonnel Reviewahead-of-printahead-of-print2023-06-3010.1108/PR-09-2022-0656https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0656/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Maximizing team development for open innovation in digital product development: the role of collaborative HRM and relational leadershiphttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0657/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of the study was to maximize team members' collaboration and develop relationships in a newly formed team to engage with internal and external partners to achieve open innovation (OI) in product development. The authors examine the role of collaborative human resource management (HRM) and relational leadership (RL) in this process. The study took a two-stage qualitative methodological approach to examine relational leadership as it emerges in a newly formed cross-functional team at a large German fashion house. In stage one, 10 interviews were conducted with members of the new project team over three months and in stage two six external knowledge exchange partners were interviewed. Collaborative HRM promotes greater social exchange, trust and commitment of team members internal and external to the organization to support the emergence of RL, which is critical for OI. The authors found that collaborative HRM practices such as team-based recruitment, team-based training, team-based performance management with rewards systems and job design support the emergence of RL. Moreover, RL practices such as congruence and commitment towards team goals subsequently promoted the development of knowledge sourcing and sharing (KSS) to support OI. The study is the first to demonstrate how collaborative HRM enables RL practices to help newly formed teams overcome challenges with achieving KSS to successfully engage with internal and external partners for OI. The authors contribute to HRM theory development of the relationship between HRM and OI by conceptualizing the OI process as a social construction through collaborative HRM and relational leadership.Maximizing team development for open innovation in digital product development: the role of collaborative HRM and relational leadership
Aurelia Engelsberger, Jillian Cavanagh, Timothy Bartram, Beni Halvorsen
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of the study was to maximize team members' collaboration and develop relationships in a newly formed team to engage with internal and external partners to achieve open innovation (OI) in product development. The authors examine the role of collaborative human resource management (HRM) and relational leadership (RL) in this process.

The study took a two-stage qualitative methodological approach to examine relational leadership as it emerges in a newly formed cross-functional team at a large German fashion house. In stage one, 10 interviews were conducted with members of the new project team over three months and in stage two six external knowledge exchange partners were interviewed.

Collaborative HRM promotes greater social exchange, trust and commitment of team members internal and external to the organization to support the emergence of RL, which is critical for OI. The authors found that collaborative HRM practices such as team-based recruitment, team-based training, team-based performance management with rewards systems and job design support the emergence of RL. Moreover, RL practices such as congruence and commitment towards team goals subsequently promoted the development of knowledge sourcing and sharing (KSS) to support OI.

The study is the first to demonstrate how collaborative HRM enables RL practices to help newly formed teams overcome challenges with achieving KSS to successfully engage with internal and external partners for OI. The authors contribute to HRM theory development of the relationship between HRM and OI by conceptualizing the OI process as a social construction through collaborative HRM and relational leadership.

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Maximizing team development for open innovation in digital product development: the role of collaborative HRM and relational leadership10.1108/PR-09-2022-0657Personnel Review2023-07-18© 2023 Emerald Publishing LimitedAurelia EngelsbergerJillian CavanaghTimothy BartramBeni HalvorsenPersonnel Reviewahead-of-printahead-of-print2023-07-1810.1108/PR-09-2022-0657https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0657/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizationshttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0658/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D. Through a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data. The authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts. The study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts. While AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations
Debolina Dutta, Anasha Kannan Poyil
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.

Through a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.

The authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.

The study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.

While AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.

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The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations10.1108/PR-09-2022-0658Personnel Review2023-06-20© 2023 Emerald Publishing LimitedDebolina DuttaAnasha Kannan PoyilPersonnel Reviewahead-of-printahead-of-print2023-06-2010.1108/PR-09-2022-0658https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0658/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digitisation and automation in training and development: a meta-review of new opportunities and challengeshttps://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0660/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo remain competitive, efficient and productive, organisations need to ensure that their employees continuously learn and develop. This is even more challenging and critical in times characterised by volatility, uncertainty, complexity and ambiguity (VUCA). Hence, several technological applications have been introduced with the promise to make organisational training and development (T&D) more efficient and targeted through digitisation and automation. However, digitising and automating processes in the sensitive field of T&D also poses challenges and perils for employees and organisations as a whole. Structured by the T&D process of (1) assessment/planning, (2) design/implementation and (3) evaluation, the authors present different digitisation and automation possibilities and discuss the specific opportunities and challenges they pose. Subsequently, the authors identify and discuss overarching themes of opportunities and challenges of technology use in T&D via a meta-review. This synthesis revealed three central topics that decision-makers in T&D should carefully consider when it comes to the implementation of technological applications: opportunities and challenges of (1) data collection, (2) decision-making and (3) the value of human contact. This review integrates previously fragmented research on specific technologies applied to specific T&D functions and provides researchers and practitioners with a fuller picture of the opportunities and challenges of technology applied in T&D.Digitisation and automation in training and development: a meta-review of new opportunities and challenges
Jenny Sarah Wesche, Lisa Handke
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

To remain competitive, efficient and productive, organisations need to ensure that their employees continuously learn and develop. This is even more challenging and critical in times characterised by volatility, uncertainty, complexity and ambiguity (VUCA). Hence, several technological applications have been introduced with the promise to make organisational training and development (T&D) more efficient and targeted through digitisation and automation. However, digitising and automating processes in the sensitive field of T&D also poses challenges and perils for employees and organisations as a whole.

Structured by the T&D process of (1) assessment/planning, (2) design/implementation and (3) evaluation, the authors present different digitisation and automation possibilities and discuss the specific opportunities and challenges they pose. Subsequently, the authors identify and discuss overarching themes of opportunities and challenges of technology use in T&D via a meta-review.

This synthesis revealed three central topics that decision-makers in T&D should carefully consider when it comes to the implementation of technological applications: opportunities and challenges of (1) data collection, (2) decision-making and (3) the value of human contact.

This review integrates previously fragmented research on specific technologies applied to specific T&D functions and provides researchers and practitioners with a fuller picture of the opportunities and challenges of technology applied in T&D.

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Digitisation and automation in training and development: a meta-review of new opportunities and challenges10.1108/PR-09-2022-0660Personnel Review2023-11-09© 2023 Emerald Publishing LimitedJenny Sarah WescheLisa HandkePersonnel Reviewahead-of-printahead-of-print2023-11-0910.1108/PR-09-2022-0660https://www.emerald.com/insight/content/doi/10.1108/PR-09-2022-0660/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Technology infiltration: permeable boundaries and work–life spillover experiences among academics in the United Kingdom during the COVID-19 pandemichttps://www.emerald.com/insight/content/doi/10.1108/PR-10-2022-0693/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study explored the challenges academics faced with work structures during the COVID-19 pandemic and their implications for their work–life balance (WLB). Relying on the interpretative paradigm and the qualitative research method, the dataset consists of semi-structured interviews with 43 academics in the United Kingdom. This study’s findings indicate that academics in the UK experience issues around increased boundary permeability between work and nonwork domains and role overlap, which engender the transfer of negative rather than positive spillover experiences and exacerbate negative consequences to the well-being of academics. ICTs also reinforced gendered work-family boundaries and generated more negative work–life/family spillover for women than for men. Higher Education Institutions (HEIs) need to address ICT-related health issues through better work designs and HR initiatives that respond to the health requirements of academics. Policymakers should be futuristic and ensure comprehensive work–life policies for academics, which are necessary for humanising overall organisational well-being. Although COVID-19 challenges are common to all workers, the experiences and effects on specific workers (in this case, UK academics) within specific national jurisdictions play out differentially, and they are often experienced with different levels of depth and intensity.Technology infiltration: permeable boundaries and work–life spillover experiences among academics in the United Kingdom during the COVID-19 pandemic
Chima Mordi, Hakeem Adeniyi Ajonbadi, Olatunji David Adekoya
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study explored the challenges academics faced with work structures during the COVID-19 pandemic and their implications for their work–life balance (WLB).

Relying on the interpretative paradigm and the qualitative research method, the dataset consists of semi-structured interviews with 43 academics in the United Kingdom.

This study’s findings indicate that academics in the UK experience issues around increased boundary permeability between work and nonwork domains and role overlap, which engender the transfer of negative rather than positive spillover experiences and exacerbate negative consequences to the well-being of academics. ICTs also reinforced gendered work-family boundaries and generated more negative work–life/family spillover for women than for men.

Higher Education Institutions (HEIs) need to address ICT-related health issues through better work designs and HR initiatives that respond to the health requirements of academics. Policymakers should be futuristic and ensure comprehensive work–life policies for academics, which are necessary for humanising overall organisational well-being.

Although COVID-19 challenges are common to all workers, the experiences and effects on specific workers (in this case, UK academics) within specific national jurisdictions play out differentially, and they are often experienced with different levels of depth and intensity.

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Technology infiltration: permeable boundaries and work–life spillover experiences among academics in the United Kingdom during the COVID-19 pandemic10.1108/PR-10-2022-0693Personnel Review2023-07-28© 2023 Emerald Publishing LimitedChima MordiHakeem Adeniyi AjonbadiOlatunji David AdekoyaPersonnel Reviewahead-of-printahead-of-print2023-07-2810.1108/PR-10-2022-0693https://www.emerald.com/insight/content/doi/10.1108/PR-10-2022-0693/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Getting along and getting ahead: voice trails of status pursuithttps://www.emerald.com/insight/content/doi/10.1108/PR-10-2022-0730/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntegrating individual and relational centric voice literature, the authors draw on self-presentation theory to analyse the role of status pursuit in employee voice. Status pursuit is believed to be ubiquitous as it is linked to access to scarce resources and social order pecking. The authors present a cross-level conceptual model outlining relational nuances of employee status pursuit that drive upward voice. The model integrates status pursuit with peer- and leader-related facets, focusing on three targets of voice: immediate leader (supervisor), diagonal leader (supervisor of another team/unit) and co-workers. The model highlights how employee voice can be directed to diverse targets, and depending on interpersonal attributes, how it serves as underlying links for upward voice. While employee voice can help to address important workplace concerns, it can also be used to advance employees' self-interest. Though there is a wealth of research on the importance of employee voice to organisational performance and individual wellbeing, especially through collective representation such as trade unions, there is a lack of literature on how employees navigate the social-relational work setting to promote their interests and develop status.Getting along and getting ahead: voice trails of status pursuit
Nabila Khan, Lata Dyaram, Kantha Dayaram, John Burgess
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Integrating individual and relational centric voice literature, the authors draw on self-presentation theory to analyse the role of status pursuit in employee voice. Status pursuit is believed to be ubiquitous as it is linked to access to scarce resources and social order pecking.

The authors present a cross-level conceptual model outlining relational nuances of employee status pursuit that drive upward voice.

The model integrates status pursuit with peer- and leader-related facets, focusing on three targets of voice: immediate leader (supervisor), diagonal leader (supervisor of another team/unit) and co-workers. The model highlights how employee voice can be directed to diverse targets, and depending on interpersonal attributes, how it serves as underlying links for upward voice.

While employee voice can help to address important workplace concerns, it can also be used to advance employees' self-interest. Though there is a wealth of research on the importance of employee voice to organisational performance and individual wellbeing, especially through collective representation such as trade unions, there is a lack of literature on how employees navigate the social-relational work setting to promote their interests and develop status.

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Getting along and getting ahead: voice trails of status pursuit10.1108/PR-10-2022-0730Personnel Review2023-09-07© 2023 Emerald Publishing LimitedNabila KhanLata DyaramKantha DayaramJohn BurgessPersonnel Reviewahead-of-printahead-of-print2023-09-0710.1108/PR-10-2022-0730https://www.emerald.com/insight/content/doi/10.1108/PR-10-2022-0730/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspectivehttps://www.emerald.com/insight/content/doi/10.1108/PR-10-2023-0841/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this study is to analyze the differences between non-standard forms of employment (FoE) (i.e. dependent self-employment/business-to-business/B2B contract and contract of mandate) in terms of investing in the development of future competencies by employees and employers. This study also examined additional factors which influence these investments. To collect data, the computer-assisted telephone interview technique was used. 200 employees from different companies located in Poland participated in this study, wherein each of the above-mentioned FoEs (i.e. dependent self-employment and contract of mandate) was represented by 100 people. The Chi-Square test and multivariate logistic regression analysis were used in the statistical analyses. In the case of only 2 out of 14 competencies, there were statistically significant differences between the two groups of respondents: the employers financed training courses for B2B employees more frequently than for mandate contract workers. Moreover, in only one case there was a statistically significant difference: the self-employed financed training courses themselves more often than mandate contract workers. This study revealed an important impact of other variables such as respondents’ age, education level, parental status and industry on the training activities undertaken by employers and employees. Although the issue of developing future competencies is important, there is little research examining this problem in the context of people who work in non-standard FoE. Moreover, previous research primarily focused on identifying differences between people working under employment contracts and the self-employed. This article fills these research gaps as well as shows that more factors should be considered in the research models to get a deeper insight into the problem of non-standard FoEs.Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective
Katarzyna Piwowar-Sulej, Dominika Bąk-Grabowska
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this study is to analyze the differences between non-standard forms of employment (FoE) (i.e. dependent self-employment/business-to-business/B2B contract and contract of mandate) in terms of investing in the development of future competencies by employees and employers. This study also examined additional factors which influence these investments.

To collect data, the computer-assisted telephone interview technique was used. 200 employees from different companies located in Poland participated in this study, wherein each of the above-mentioned FoEs (i.e. dependent self-employment and contract of mandate) was represented by 100 people. The Chi-Square test and multivariate logistic regression analysis were used in the statistical analyses.

In the case of only 2 out of 14 competencies, there were statistically significant differences between the two groups of respondents: the employers financed training courses for B2B employees more frequently than for mandate contract workers. Moreover, in only one case there was a statistically significant difference: the self-employed financed training courses themselves more often than mandate contract workers. This study revealed an important impact of other variables such as respondents’ age, education level, parental status and industry on the training activities undertaken by employers and employees.

Although the issue of developing future competencies is important, there is little research examining this problem in the context of people who work in non-standard FoE. Moreover, previous research primarily focused on identifying differences between people working under employment contracts and the self-employed. This article fills these research gaps as well as shows that more factors should be considered in the research models to get a deeper insight into the problem of non-standard FoEs.

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Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective10.1108/PR-10-2023-0841Personnel Review2024-02-01© 2024 Katarzyna Piwowar-Sulej and Dominika Bąk-GrabowskaKatarzyna Piwowar-SulejDominika Bąk-GrabowskaPersonnel Reviewahead-of-printahead-of-print2024-02-0110.1108/PR-10-2023-0841https://www.emerald.com/insight/content/doi/10.1108/PR-10-2023-0841/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Katarzyna Piwowar-Sulej and Dominika Bąk-Grabowskahttp://creativecommons.org/licences/by/4.0/legalcode
A VUCA-ready workforce: exploring employee competencies and learning and development implicationshttps://www.emerald.com/insight/content/doi/10.1108/PR-10-2023-0873/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe author aims to develop an employee competency framework for a volatility, uncertainty, complexity and ambiguity (VUCA) environment and propose learning and development (L&D) interventions for organisations and employees to develop competencies for thriving in a VUCA environment. The framework synthesis method was used to determine employee competencies that are essential in a VUCA world. The author identified 10 competencies that are essential for employee development in a VUCA world. The author categorised these employee competencies as cognitive (cognitive flexibility, agility mindset and personal ambidexterity), cross-cultural (cross-cultural intelligence and cross-cultural collaboration), analytical (creativity and complex problem solving) and personal effectiveness competencies (personal resilience, continuous learning and adaptive mindset). The proposed competencies could be used for the personal development of employees and organisations. The VUCA competency framework developed in this study includes behavioural dimensions for each competency, which could be used in self-assessment, recruitment and selection and talent and performance management. Furthermore, the author proposes L&D interventions required for developing these competencies. Overall, this study contributes to human resources (HR) development in the VUCA era by proposing the development of specific individual competencies as necessary conditions for survival and growth. VUCA competencies empower employees to not only survive but also thrive in an unpredictable and rapidly changing world. By incorporating these competencies in L&D interventions, organisations can help employees develop the necessary competencies to thrive in a VUCA environment, thus contributing to their personal and organisational success.A VUCA-ready workforce: exploring employee competencies and learning and development implications
Sateesh V. Shet
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The author aims to develop an employee competency framework for a volatility, uncertainty, complexity and ambiguity (VUCA) environment and propose learning and development (L&D) interventions for organisations and employees to develop competencies for thriving in a VUCA environment.

The framework synthesis method was used to determine employee competencies that are essential in a VUCA world.

The author identified 10 competencies that are essential for employee development in a VUCA world. The author categorised these employee competencies as cognitive (cognitive flexibility, agility mindset and personal ambidexterity), cross-cultural (cross-cultural intelligence and cross-cultural collaboration), analytical (creativity and complex problem solving) and personal effectiveness competencies (personal resilience, continuous learning and adaptive mindset).

The proposed competencies could be used for the personal development of employees and organisations. The VUCA competency framework developed in this study includes behavioural dimensions for each competency, which could be used in self-assessment, recruitment and selection and talent and performance management. Furthermore, the author proposes L&D interventions required for developing these competencies. Overall, this study contributes to human resources (HR) development in the VUCA era by proposing the development of specific individual competencies as necessary conditions for survival and growth.

VUCA competencies empower employees to not only survive but also thrive in an unpredictable and rapidly changing world. By incorporating these competencies in L&D interventions, organisations can help employees develop the necessary competencies to thrive in a VUCA environment, thus contributing to their personal and organisational success.

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A VUCA-ready workforce: exploring employee competencies and learning and development implications10.1108/PR-10-2023-0873Personnel Review2024-01-02© 2023 Emerald Publishing LimitedSateesh V. ShetPersonnel Reviewahead-of-printahead-of-print2024-01-0210.1108/PR-10-2023-0873https://www.emerald.com/insight/content/doi/10.1108/PR-10-2023-0873/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The dual-level effects of authentic leadership on teacher wellbeing: the mediating role of psychological availabilityhttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0792/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion. The authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables. The principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion. School administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing. Differing from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.The dual-level effects of authentic leadership on teacher wellbeing: the mediating role of psychological availability
Zhihua Xu, Fu Yang
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on the conservation of resources (COR) theory, this study examined the mediating role of psychological availability in the relationships between principals' individual-level and group-level authentic leadership and individual teachers' wellbeing, that is, job satisfaction, life satisfaction and emotional exhaustion.

The authors conducted a three-wave online questionnaire survey among 266 teachers from 52 schools in China. Multilevel structural equation modeling (MSEM) was used to analyze the hypothesized relationships among the study variables.

The principals' group-level and individual-level authentic leadership were both positively associated with individual teachers' psychological availability, which in turn was positively related to their job satisfaction and life satisfaction, and negatively related to their emotional exhaustion.

School administrations should elevate the levels of principals' authentic leadership by selecting and developing authentic principals to increase teacher wellbeing.

Differing from prior research that has focused on the effect of authentic leadership at either group-level or individual-level, this study simultaneously investigated the dual-level effects of principals' authentic leadership. Moreover, psychological availability was found to mediate the dual-level effects of principals' authentic leadership on teachers' job satisfaction, life satisfaction and emotional exhaustion.

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The dual-level effects of authentic leadership on teacher wellbeing: the mediating role of psychological availability10.1108/PR-11-2021-0792Personnel Review2023-06-15© 2023 Emerald Publishing LimitedZhihua XuFu YangPersonnel Reviewahead-of-printahead-of-print2023-06-1510.1108/PR-11-2021-0792https://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0792/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution biashttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0793/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias. We tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan. Perceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not. For human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions. Perceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities. This study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias
Sadia Jahanzeb, Dave Bouckenooghe, Tasneem Fatima, Madiha Akram
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias.

We tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan.

Perceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not.

For human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions.

Perceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities.

This study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.

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Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias10.1108/PR-11-2021-0793Personnel Review2024-03-12© 2024 Emerald Publishing LimitedSadia JahanzebDave BouckenoogheTasneem FatimaMadiha AkramPersonnel Reviewahead-of-printahead-of-print2024-03-1210.1108/PR-11-2021-0793https://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0793/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEMhttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0809/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship. Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique. The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor. The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM
Shweta Jaiswal Thakur, Jyotsna Bhatnagar, Elaine Farndale, Prageet Aeron
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.

Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.

The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.

The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

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Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM10.1108/PR-11-2021-0809Personnel Review2024-01-26© 2023 Emerald Publishing LimitedShweta Jaiswal ThakurJyotsna BhatnagarElaine FarndalePrageet AeronPersonnel Reviewahead-of-printahead-of-print2024-01-2610.1108/PR-11-2021-0809https://www.emerald.com/insight/content/doi/10.1108/PR-11-2021-0809/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challengehttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0764/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate. Survey data were collected among employees in the retail sector. A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though. For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices. This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge
Dirk De Clercq, Mohammed Aboramadan, Yasir Mansoor Kundi
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

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How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge10.1108/PR-11-2022-0764Personnel Review2023-06-26© 2023 Emerald Publishing LimitedDirk De ClercqMohammed AboramadanYasir Mansoor KundiPersonnel Reviewahead-of-printahead-of-print2023-06-2610.1108/PR-11-2022-0764https://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0764/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Human resource management, absorptive capacity and reverse knowledge transferhttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0787/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe objective of this study is to analyze the process of reverse knowledge transfer (RKT) occurring in multinational companies (MNCs), examining whether headquarters' absorptive capacity and the human resource management (HRM) practices developed by the parent unit influence success. The data were collected through a questionnaire completed by the human resource manager of multinational company (MNC) headquarters. The analysis has been carried out on a sample of 115 Spanish MNCs by using structural equation models (SEM). The results indicate that a parent firm's absorptive capacity positively influences RKT and that, in turn, this absorptive capacity is greater if headquarters implement certain practices of employee staffing, training, participation and performance appraisal. This study extends existing research on RKT by examining the absorptive capacity of headquarters. Its main contribution is to provide evidence that MNCs can improve their RKT through HRM practices developed by the parent unit. This is original because most studies on RKT focus on HRM practices used by subsidiaries.Human resource management, absorptive capacity and reverse knowledge transfer
María Isabel Barba-Aragón, Raquel Sanz-Valle, María Eugenia Sanchez-Vidal
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The objective of this study is to analyze the process of reverse knowledge transfer (RKT) occurring in multinational companies (MNCs), examining whether headquarters' absorptive capacity and the human resource management (HRM) practices developed by the parent unit influence success.

The data were collected through a questionnaire completed by the human resource manager of multinational company (MNC) headquarters. The analysis has been carried out on a sample of 115 Spanish MNCs by using structural equation models (SEM).

The results indicate that a parent firm's absorptive capacity positively influences RKT and that, in turn, this absorptive capacity is greater if headquarters implement certain practices of employee staffing, training, participation and performance appraisal.

This study extends existing research on RKT by examining the absorptive capacity of headquarters. Its main contribution is to provide evidence that MNCs can improve their RKT through HRM practices developed by the parent unit. This is original because most studies on RKT focus on HRM practices used by subsidiaries.

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Human resource management, absorptive capacity and reverse knowledge transfer10.1108/PR-11-2022-0787Personnel Review2023-11-27© 2023 Emerald Publishing LimitedMaría Isabel Barba-AragónRaquel Sanz-ValleMaría Eugenia Sanchez-VidalPersonnel Reviewahead-of-printahead-of-print2023-11-2710.1108/PR-11-2022-0787https://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0787/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Realigning human resource development in Saudi public universities: exploring equity and social justice theorieshttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0803/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestSaudi Arabia (SA) is amongst the few countries with a significant foreign workforce who are employed in the higher education sector. More specifically, 39% of SA's academic staff members are foreign nationals and 63% of that proportion occupy professorial positions. Drawing from a workforce localisation perspective, the study was framed as an exploration of equity and social justice amongst Saudi nationals and foreign nationals in a university work setting. The authors employ the lens of how human resource development (HRD) opportunities are administered. Following the choice of an exploratory qualitative study, the authors employed a multi-case study approach where each of the six universities represented a unit of analysis. The authors found that nationality differences influenced access to HRD opportunities. These differences are reinforced by practices associated with procedural processes, managerial discretion and selective restrictions in accessing HRD opportunities. The findings have both practical and social implications, specifically for the SA government's strategic vision of developing local human capabilities. The workforce localisation agenda within the higher education sector has both a compounding effect on local human capital and supports SA's 2030 Vision and human capital target. Nonetheless, perceived inequity and injustice in accessing HRD opportunities by foreign nationals potentially undermine morale, academic quality standards and research performance, which impacts the development of future human capital and the ‘Saudization’ goals.Realigning human resource development in Saudi public universities: exploring equity and social justice theories
Mohammad Alqahtani, Desmond Tutu Ayentimi, Kantha Dayaram
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Saudi Arabia (SA) is amongst the few countries with a significant foreign workforce who are employed in the higher education sector. More specifically, 39% of SA's academic staff members are foreign nationals and 63% of that proportion occupy professorial positions. Drawing from a workforce localisation perspective, the study was framed as an exploration of equity and social justice amongst Saudi nationals and foreign nationals in a university work setting. The authors employ the lens of how human resource development (HRD) opportunities are administered.

Following the choice of an exploratory qualitative study, the authors employed a multi-case study approach where each of the six universities represented a unit of analysis.

The authors found that nationality differences influenced access to HRD opportunities. These differences are reinforced by practices associated with procedural processes, managerial discretion and selective restrictions in accessing HRD opportunities.

The findings have both practical and social implications, specifically for the SA government's strategic vision of developing local human capabilities.

The workforce localisation agenda within the higher education sector has both a compounding effect on local human capital and supports SA's 2030 Vision and human capital target. Nonetheless, perceived inequity and injustice in accessing HRD opportunities by foreign nationals potentially undermine morale, academic quality standards and research performance, which impacts the development of future human capital and the ‘Saudization’ goals.

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Realigning human resource development in Saudi public universities: exploring equity and social justice theories10.1108/PR-11-2022-0803Personnel Review2023-11-06© 2023 Emerald Publishing LimitedMohammad AlqahtaniDesmond Tutu AyentimiKantha DayaramPersonnel Reviewahead-of-printahead-of-print2023-11-0610.1108/PR-11-2022-0803https://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0803/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizationshttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0832/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe importance of mental wellbeing and the need for organizations to address it is increasing in the post-pandemic context. Although Artificial Intelligence (AI) is increasingly being adopted in HRM functions, its adoption and utility for enabling mental wellbeing is limited. Building on the Open System Theory (OST) and adopting the technology-in-practice lens, the authors examined the roles of human and technology agencies in enabling mental wellbeing. The study was conducted in two stages; in Stage 1, the authors adopted a case methodology approach to examine the feasibility of a technology company's offerings to assess mental wellbeing. In Stage 2, the authors followed the grounded theory approach and interviewed 22 key stakeholders and HR leaders of diverse organizations. The authors used Gioia's approach to analyze the data. The study demonstrates the interdependence and inseparability of human activity, technological capability and structured context. Specifically, the authors observe that AI adoption is pushing the boundaries of how organizations could support employees' mental health and wellbeing. These technological advancements and adoption are likely to facilitate the evolution of agentic practices, routines and structures. This study carries two important implications. While the advent of cutting-edge technologies appears to affect employees' mental wellbeing, the study findings indicate the assistive role of technology in supporting mental wellbeing and facilitating changes in organizational practices. Second, the ontology of technology-in-practice shows how human–machine agencies gain newer relevance from the interactions that unite them. Specifically, per OST, technology (from an external context) can potentially change how mental wellbeing practices in organizations are managed. The authors extend the existing literature by suggesting that both human agents and internal contexts effectively limit the potential of technology agents to change existing structures significantly. The authors address the need for more research on the technology-management interface, and the boundaries of technology-enabled wellbeing at work. While AI-HRM scholarship has primarily relied on micro-level psychological theories to examine impact and outcomes, the authors borrow from the macro-level theories, such as the OST and the technology-in-practice to explain how AI is shifting the boundaries of human and machine agencies for enabling mental wellbeing.Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations
Debolina Dutta, Sushanta Kumar Mishra
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The importance of mental wellbeing and the need for organizations to address it is increasing in the post-pandemic context. Although Artificial Intelligence (AI) is increasingly being adopted in HRM functions, its adoption and utility for enabling mental wellbeing is limited. Building on the Open System Theory (OST) and adopting the technology-in-practice lens, the authors examined the roles of human and technology agencies in enabling mental wellbeing.

The study was conducted in two stages; in Stage 1, the authors adopted a case methodology approach to examine the feasibility of a technology company's offerings to assess mental wellbeing. In Stage 2, the authors followed the grounded theory approach and interviewed 22 key stakeholders and HR leaders of diverse organizations. The authors used Gioia's approach to analyze the data.

The study demonstrates the interdependence and inseparability of human activity, technological capability and structured context. Specifically, the authors observe that AI adoption is pushing the boundaries of how organizations could support employees' mental health and wellbeing. These technological advancements and adoption are likely to facilitate the evolution of agentic practices, routines and structures.

This study carries two important implications. While the advent of cutting-edge technologies appears to affect employees' mental wellbeing, the study findings indicate the assistive role of technology in supporting mental wellbeing and facilitating changes in organizational practices. Second, the ontology of technology-in-practice shows how human–machine agencies gain newer relevance from the interactions that unite them. Specifically, per OST, technology (from an external context) can potentially change how mental wellbeing practices in organizations are managed. The authors extend the existing literature by suggesting that both human agents and internal contexts effectively limit the potential of technology agents to change existing structures significantly.

The authors address the need for more research on the technology-management interface, and the boundaries of technology-enabled wellbeing at work. While AI-HRM scholarship has primarily relied on micro-level psychological theories to examine impact and outcomes, the authors borrow from the macro-level theories, such as the OST and the technology-in-practice to explain how AI is shifting the boundaries of human and machine agencies for enabling mental wellbeing.

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Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations10.1108/PR-11-2022-0832Personnel Review2023-11-28© 2023 Emerald Publishing LimitedDebolina DuttaSushanta Kumar MishraPersonnel Reviewahead-of-printahead-of-print2023-11-2810.1108/PR-11-2022-0832https://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0832/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mental well-being through HR analytics: investigating an employee supportive frameworkhttps://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0836/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOrganisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees. Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data. The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being. The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.Mental well-being through HR analytics: investigating an employee supportive framework
Remya Lathabhavan
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees.

Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data.

The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being.

The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.

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Mental well-being through HR analytics: investigating an employee supportive framework10.1108/PR-11-2022-0836Personnel Review2023-10-13© 2023 Emerald Publishing LimitedRemya LathabhavanPersonnel Reviewahead-of-printahead-of-print2023-10-1310.1108/PR-11-2022-0836https://www.emerald.com/insight/content/doi/10.1108/PR-11-2022-0836/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource managementhttps://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0869/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support. Data were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data. The study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees. This research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance. This study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management
Leila Afshari, Muhammad Shakil Ahmad, Talha Mansoor
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.

Data were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.

The study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.

This research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.

This study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.

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How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management10.1108/PR-12-2022-0869Personnel Review2023-06-23© 2023 Emerald Publishing LimitedLeila AfshariMuhammad Shakil AhmadTalha MansoorPersonnel Reviewahead-of-printahead-of-print2023-06-2310.1108/PR-12-2022-0869https://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0869/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The moderating effects of relative racio-ethnicity on the inclusion to health to turnover intentions relationshiphttps://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0883/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions. Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS. Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions. Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings. Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group. This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.The moderating effects of relative racio-ethnicity on the inclusion to health to turnover intentions relationship
Karen Holcombe Ehrhart, Beth G. Chung
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.

Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.

Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.

Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.

Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.

This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.

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The moderating effects of relative racio-ethnicity on the inclusion to health to turnover intentions relationship10.1108/PR-12-2022-0883Personnel Review2023-08-16© 2023 Emerald Publishing LimitedKaren Holcombe EhrhartBeth G. ChungPersonnel Reviewahead-of-printahead-of-print2023-08-1610.1108/PR-12-2022-0883https://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0883/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19https://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0892/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study's objective is to estimate the association of specific perceived employer-provided benefits on employees' intention to leave in different age cohorts during coronavirus disease 2019 (COVID-19). Informed by the psychological theories of ageing, the authors propose three age-cohort-specific hypotheses in three motivational domains: security and health benefits, flexible work arrangement and education-related benefits. The authors use a large survey of employees in Estonia (n = 7,209) conducted in 2020 and test the association of specific benefits and their interactions with age on employees' intention to leave. The results show that older cohorts are generally less prone to leave their jobs. Benefits that employers could use during the COVID-19 crisis generally had negative associations with the intention to leave, but age-specific differences were negligible; only the perceived provision of flexible work arrangements reduced the younger cohort's intention to leave relatively more. This study is one of the few that allows us to make inferences regarding the benefits preferences amongst the working population during an unprecedented health crisis.Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19
Piret Masso, Krista Jaakson, Kaire Põder
Personnel Review, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study's objective is to estimate the association of specific perceived employer-provided benefits on employees' intention to leave in different age cohorts during coronavirus disease 2019 (COVID-19). Informed by the psychological theories of ageing, the authors propose three age-cohort-specific hypotheses in three motivational domains: security and health benefits, flexible work arrangement and education-related benefits.

The authors use a large survey of employees in Estonia (n = 7,209) conducted in 2020 and test the association of specific benefits and their interactions with age on employees' intention to leave.

The results show that older cohorts are generally less prone to leave their jobs. Benefits that employers could use during the COVID-19 crisis generally had negative associations with the intention to leave, but age-specific differences were negligible; only the perceived provision of flexible work arrangements reduced the younger cohort's intention to leave relatively more.

This study is one of the few that allows us to make inferences regarding the benefits preferences amongst the working population during an unprecedented health crisis.

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Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-1910.1108/PR-12-2022-0892Personnel Review2023-11-09© 2023 Piret Masso, Krista Jaakson and Kaire PõderPiret MassoKrista JaaksonKaire PõderPersonnel Reviewahead-of-printahead-of-print2023-11-0910.1108/PR-12-2022-0892https://www.emerald.com/insight/content/doi/10.1108/PR-12-2022-0892/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Piret Masso, Krista Jaakson and Kaire Põderhttp://creativecommons.org/licences/by/4.0/legalcode