Dear colleagues,
Please see below for details on the latest issue of Human Resource Management Journal and upcoming call for papers for two special issues.
Best wishes,
Anthony
Human Resource Management Journal
2016 Impact Factor: 2.147; Ranking: 5/27 in Industrial Relations & Labor; 80/194 in Management
5 Year Impact Factor: 3.005
Call for Special Issue Proposals
The Editors of Human Resource management invite proposals for Special Issues, which will address the core themes and aims of the journal.
Proposals should stress the importance of people management to a wide range of economic, political and social concerns and engage with policy and/or practice, appealing to both practitioners and academics.
Submission deadline: Monday 5th March 2018
For more information, please see here.
Special Issue - Call for Papers
Situating Human Resource Management Practices in their Political and Economic Context
Guest Editors: Prof. Steve Vincent, Prof. Greg J Bamber, Prof. Rick Delbridge, Dr. Virginia Doellgast, Dr. Jo Grady, and Prof. Irena Grugulis
Submission Period: March 26 - April 30, 2018
See full details of the Call for Papers here
The Role of HR Attributions in the Relationship Between HRM and outcomes
Guest Editors: Karin Sanders, David Guest, Ricardo Rodrigues
Submission Period: May 1 - May 31, 2018
See full details of the Call for Papers here
Latest Issue, Volume 28, Issue 1:
The latest issue of the Human Resource Management Journal is now available and includes a provocation paper: 'Concepts, contexts, and mindsets: Putting human resource management research in perspectives' by Fang Lee Cooke.
Full Issue Table of Contents available below:
Volume 28, January 2018, Issue 1, Pages 1-200
http://onlinelibrary.wiley.com/doi/10.1111/hrmj.v28.1/issuetoc
For a list of the Issue's articles, see accompanying abstracts and article information below:
Provocation Paper:
Concepts, contexts, and mindsets: Putting human resource management research in perspectives
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12163/full
Fang Lee Cooke
Abstract: Why is context important in human resource management (HRM) research? What and how contextual factors may be studied when investigating an organisational phenomenon? Against a positivist trend of decontextualisation in HRM research, this paper addresses these questions by situating them in an international context. It argues that context is important in making sense of what is happening at workplaces in order to provide relevant solutions. It also outlines three layers of context and draws on an empirical story to illustrate how the utilisation and conceptualisation of context may be underpinned by the researcher's intellectual and social upbringing and theoretical orientation. The paper calls for more qualitative studies to redress the imbalance in HRM research. It also calls for a more open-minded, inductive, and inclusive approach to indigenous research that may present very different contexts, ways of contextualising, and knowledge paradigms from the dominant discourses prevailing in HRM research.
Original Articles:
The cross-cultural study of LMX and individual employee voice: The moderating role of conflict avoidance
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12158/full
Joo-Young Park and Kritkorn Nawakitphaitoon
Abstract: This article examines the role of national culture, measured by conflict avoidance, on the relationship between leader–member exchange (LMX) and individual employee voice. Using data collected from automotive industry employees in the United States and Korea, the findings show that conflict avoidance is negatively related to employee voice and also moderates the relationship between LMX and employee voice in the Korean sample. In particular, the relationship between LMX and voice becomes less positive when conflict avoidance is high. On the other hand, conflict avoidance does not have a direct effect on employee voice as well as an interactive effect with LMX on employee voice in the U.S. sample. This study, therefore, highlights the importance of the national culture in the comparative study of employee voice.
Conflicting logics? The role of HRM in a professional service firm
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12159/full
Johan Alvehus
Abstract: HRM is considered of vital strategic importance in professional service firms, but professionals generally resist these managerial initiatives. In this article, I report on an in-depth case study of a tax consultancy department in a major accounting firm by exploring the way professionals reconcile the logics of professionalism and HRM. Results indicate that the logics are reconciled in several ways as they are simultaneously replicated, revised, and rejected. Whereas current theories argue that the different logics balance each other, this study indicates that the professionals strengthen professional logic by acknowledging HRM and its procedures, simultaneously circumventing them through inverted appropriation. Results suggest that hybridity between conflicting logics may appear on an organisational level, whereas a single logic dominates in everyday work. The study contributes to in-depth studies of institutional logics and to a detailed understanding of the workings of HRM in professional contexts.
The power of personality at work: Core self-evaluations and earnings in the United Kingdom
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12162/full
Mark Williams, Elliroma Gardiner
Abstract: Organisations are increasingly taking an interest in personality as certain traits purportedly predict desirable attitudes and behaviours. We examine the relationship between one increasingly popular construct-core self-evaluations (CSEs)-and earnings. We argue that if high levels of CSEs really are valuable traits, then high CSE individuals should be observed to earn more than those with moderate or low levels of CSEs. Using the nationally representative British Household Panel Survey, we find little evidence that individuals with very high CSEs earn more than those with only moderate levels. However, we do find the existence of a pay penalty for individuals very low in CSEs. Similar patterns emerge for the Big Five model of traits. Although the exact mechanisms remain unclear, our findings imply that organisations should play a greater role in the career development of employees scoring lowly in "desirable" traits-especially in a context of increasing career fluidity.
Perceptions of HR practices, person-organisation fit, and affective commitment: The moderating role of career stage
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12164/full
Dorien T. A. M. Kooij, Corine Boon
Abstract: In a three-wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high-performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.
Ownership, governance, and the diffusion of HRM practices in multinational worker cooperatives: Case-study evidence from the Mondragon group
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12165/full
Ignacio Bretos, Anjel Errasti and Carmen Marcuello
Abstract: Drawing on a qualitative study of one Mondragon multinational worker cooperative (WC) based on longitudinal data and in-depth interviews, our research evidences the contradictions that internationalisation poses in WCs, both through privileging managerial control at the expense of worker–member participation and through the setting-up of capitalist subsidiaries in which employees are excluded from ownership and decision-making. It further shows how institutions, power relations, and interests shape transfer in WCs, supporting the diffusion of certain human resource management (HRM) practices on grounds of efficiency but hampering the implementation of core cooperative practices. We make a threefold contribution: first, to a strand of inquiry focused on the influence of corporate governance on HRM; second, to the field of international HRM by analysing the cross-national diffusion of HRM practices in WCs; and third, to ongoing debates on the challenges that WCs face when striving to balance the economic and social dimensions in globalisation.
Systemic justice and burnout: A multilevel model
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12166/full
Victor Y. Haines III, David L. Patient and Alain Marchand
Abstract: With the aim of extending organisational justice research to embrace significant and enduring aspects of the workplace context, this study examines organisational culture and human resource management (HRM) as constitutive dimensions of systemic justice and relates them to employee health. Bridging organisational justice, HRM, organisational culture, and occupational health research, we advance and test a multilevel model relating systemic justice to burnout. Data collected from 60 organisations; 89 employee groups; and 1,976 employees provide support for the hypothesised relationships between justice-oriented culture, in terms of organisational values and group culture, and justice-oriented HRM. In turn, justice-oriented HRM related directly to employee burnout and indirectly through employee perceived job control and supervisor social support.
Workforce churning, human capital disruption, and organisational performance in different technological contexts
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12167/full
Edoardo Della Torre, Christopher D. Zatzick, David Sikora, Luca Solari
Abstract: We assess the influence of workforce churning on the relationship between organisational human capital and labour productivity. Building on collective turnover research and human capital theory, we examine how the components of workforce churning (i.e., voluntary turnover, involuntary turnover, and new hires) influence the relationship between existing human capital and labour productivity. Further, we examine how this influence varies according to a firm's technological intensity. Our data come from 1,911 Italian manufacturing firms and reveals that collective voluntary turnover negatively affects the relationship between organisational human capital and labour productivity regardless of an organisation's level of technological intensity. In contrast, collective involuntary turnover enhances the relationship between human capital and labour productivity, and its effect is even stronger for organisations with more technologically intensive operations. Finally, our results suggest that the integration of new hires disrupts the relationship between human capital and productivity, particularly for firms with technologically intensive operations.
Fluctuating levels of personal role engagement within the working day: A multilevel study
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12168/full
Luke Fletcher, Catherine Bailey and Mark W. Gilman
Abstract: In this diary study, we examined a theoretical model in which the psychological conditions of meaningfulness, availability, and safety serve as mechanisms through which the work context during discrete situations within the workday influences "state" engagement. We further theorised that a person's "trait" level of engagement would exert cross-level effects on the state level relationships. Multilevel analyses based on a sample of 124 individuals in six organisations and 1,446 situational observations revealed that meaningfulness and availability (but not safety) mediated the relationships between perceptions of the work context and state engagement. High levels of trait engagement strengthened the within-person relation between availability and state engagement, yet weakened the within-person relation between meaningfulness and state engagement, suggesting two different processes may be at play. Overall, the findings advance our understanding of engagement as a multilevel and temporally dynamic psychological phenomenon and promote a contextually based HRM approach to facilitating engagement.
HRM and performance – The role of talent management as a transmission mechanism in an emerging market context
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12170/full
Alison J. Glaister, Gaye Karacay, Mehmet Demirbag and Ekrem Tatoglu
Abstract: This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM-TM-performance link.
Scheduled to work hard: The relationship between non-standard working hours and work intensity among European workers
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12171/full
Agnieszka Piasna
Abstract: Work intensity is of central importance for organisational performance, as well as workers' health and well-being, yet its determinants at the workplace-level remain underresearched. This article addresses this gap by examining consequences of working time adjustments for work intensity and the role of control over scheduling in influencing when working time adjustments have stronger effect on work intensity. Working hours are analysed on three dimensions: duration, distribution and flexibility. Analysis uses the European Working Conditions Survey (2005–2015) and a sample of employees from EU28 countries. Findings reveal that work intensity is closely related to the timing of work. Working long days or weeks, at night, on weekends, and with changes in hours imposed by employers is associated with more intense work. Moreover, the impact of non-standard hours on work intensity differs depending on who (workers or employers) has control over their scheduling.
Flexible work arrangements, national culture, organisational characteristics, and organisational outcomes: A study across 21 countries
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12172/full
Hilla Peretz, Yitzhak Fried and Ariel Levi
Abstract: Using a contingency perspective, we investigated two complementary topics: (a) the influence of the GLOBE national cultural values and key organisational variables on employee use of flexible work arrangements (FWAs), and (b) the contribution of the level of congruence between cultural values and FWA use on absenteeism and turnover. The results, based on Cranfield Network on Comparative Human Resource Management-a large data set across multiple countries-supported the hypothesised effects of the cultural values on employee use of FWAs and the moderating effects of these cultural values on FWA use and organisational outcomes. Specifically, we found that national cultural values and organisational characteristics were related to outcomes via FWA use; and employees' use of FWAs had the overall effect of reducing absenteeism and turnover, but this effect was weakened when the FWAs were not consistent with cultural values. Theoretically, our results add to our knowledge and understanding of the effects of FWA use on absenteeism and turnover under different degrees of "fit" with cultural context. From a practical perspective, our results suggest that organisations should consider national cultural characteristics before implementing FWAs. A misfit between national culture and FWAs would potentially reduce employee use of FWAs and increase the likelihood of absenteeism and turnover.
ANTHONY MCDONNELL (PhD, BBS, MCIPD)
Professor of Management
Head, Department of Management & Marketing
Co-Editor-in-Chief, Human Resource Management Journal
CORK UNIVERSITY BUSINESS SCHOOL
University College Cork, Ireland
T +353 (0)21 490 3735
anthony.mcdonnell@ucc.ie
Twitter: @amcdonnell_hrm
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