Please find links below to this month's free-access article and recent preview articles from Human Relations.
You can also gain free access until 14 March to our special issue on Changing work, labour and employment relations in China and link to our two new special issue calls for papers on Conceptualising flexible careers across the life course and Global supply chains and social relations at work.
We hope you will enjoy reading these articles.
________________________________________________________________________________________________________
FREE ACCESS ARTICLE - This article will be free to access until 31 March 2015
________________________________________________________________________________________________________
An 'emerging challenge': The employment practices of a Brazilian multinational company in Canada
Roberta Aguzzoli and John Geary
Human Relations May 2014 vol. 67 no. 5 587-609. Published online before print October 10, 2013, doi: 10.1177/0018726713497523
http://hum.sagepub.com/content/67/5/587.full
Abstract
Although the literature in international human resource management has developed greatly over recent years, our understanding of the dynamics of the transfer of HR practices in multinational companies (MNCs) from emerging economies with subsidiaries in advanced economies is found wanting. This study addresses this gap in our knowledge by investigating the transfer of employment policies of a Brazilian MNC to its Canadian subsidiaries. It examines interrelated questions about the influence of an emerging-economy parent-business system and how this interacts with the well-developed institutional regulation of the host country in a context of complex relations of dependence and dominance. Our prior expectation that the MNC would have had to adapt its policies to the 'Canadian way' was not borne out by the evidence. Instead the Brazilian MNC was found to be adept at capturing significant components of the host country's institutional setting in a manner that gave it the space to determine the 'rules' for its own advantage. That it was able to do so was, in large part, shaped by the market context of the firm and by Canada's dependence on foreign investment and, in turn, by the political relations of dependence that such reliance engendered. Broader lessons from the case analysis are offered.
______________________________________________________________________________________________
Recent preview articles published online ahead of print
View all at http://hum.sagepub.com/content/early/recent
______________________________________________________________________________________________
Trouble at the next level: Effects of differential leader–member exchange on group-level processes and justice climate
Anthony T Cobb and Rebecca S Lau
Human Relations 0018726714557873, first published on February 10, 2015 as doi:10.1177/0018726714557873
http://hum.sagepub.com/content/early/2015/02/10/0018726714557873.abstract
Abstract
Leaders develop different exchange relationships with their followers ranging from higher to lower quality. As these exchange relationships increase in quality a number of beneficial outcomes often accrue to both the leader and the follower when examined at the individual level of analysis. At the work unit level, however, differential leader–member exchange (LMXD) can lead to structural schisms between subordinates receiving higher- and lower-quality exchange that can interfere with productive group processes and the benefits of a favorable work climate. This article examines the incremental effects of group-level LMXD over average group levels of LMX on three group processes (co-worker communications, relationship conflict and team-member exchange) and three justice climates (interactional, procedural and distributive). Results from 87 intact teams indicate that LMXD has a sizable and negative impact on all group-level processes. LMXD also substantially decreases the strength of interactional, procedural and distributive justice climates. The incremental effects for LMXD on justice climate levels were negative for interactional justice and surprisingly positive for distributive justice. Post hoc analyses indicate an additional positive moderating effect of LMXD for relationship conflict and interactional justice climate level.
Advancing conceptualization and measurement of psychological capital as a collective construct
Sarah Dawkins, Angela Martin, Jenn Scott, and Kristy Sanderson
Human Relations 0018726714549645, first published on February 10, 2015 as doi:10.1177/0018726714549645
http://hum.sagepub.com/content/early/2015/02/05/0018726714549645.abstract
Abstract
Psychological capital (PsyCap) has been conceptualized as an individual-level construct concerned with an employee's state of positive psychological development. However, research has now started to examine PsyCap as a collective phenomenon. Although positive associations between team-level PsyCap and team-level functioning have been demonstrated empirically, there has been limited synopsis regarding the theoretical and measurement foundations of PsyCap at higher levels of analysis. This conceptual article extends collective PsyCap scholarship by applying a multilevel-multireferent framework to explore alternate conceptualizations of collective PsyCap. The framework furthers understanding of PsyCap at higher levels by exploring unique antecedents and emergent processes relating to five proposed forms of collective PsyCap. A series of testable propositions pertaining to the antecedent network of collective PsyCap are offered to guide empirical multilevel PsyCap research.
Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams
Abraham Carmeli, Jane E Dutton, and Ashley E Hardin
Human Relations 0018726714550256, first published on January 22, 2015 as doi:10.1177/0018726714550256
http://hum.sagepub.com/content/early/2015/01/22/0018726714550256.abstract
Abstract
In four studies we examine whether and why respectfully engaging with other organizational members can augment creativity for individuals and teams. We develop and test a model in which respectful engagement among organizational members facilitates relational information processing, which in turn results in enhanced creative behaviors. We found a similar pattern across all four studies – respectful engagement is indirectly related, through relational information processing, to creative behavior at both the individual and team levels. These findings underscore the importance of respectful engagement in facilitating relational information processing and fostering creative behaviors at both the individual and team levels.
______________________________________________________________________________________________
Special issue calls for papers
______________________________________________________________________________________________
Conceptualising flexible careers across the life course
Read the full call for papers: http://www.tavinstitute.org/humanrelations/special_issues/Flexible%20careers.html
Guest Editors:
Jennifer Tomlinson (University of Leeds, UK)
Marian Baird (University of Sydney, Australia)
Peter Berg (Michigan State University, USA)
Rae Cooper (University of Sydney, Australia)
Submission deadline: 1st March 2016. Papers should not be submitted before 1st February 2016.
Global supply chains and social relations at work
Read the full call for papers: http://www.tavinstitute.org/humanrelations/special_issues/Global%20supply%20chains.html
Guest Editors:
Juliane Reinecke (University of Warwick, UK)
Jimmy Donaghey (University of Warwick, UK)
Adrian Wilkinson (Griffith University, Australia)
Geoffrey Wood (University of Warwick, UK)
Submission deadline: 30 April 2016. Papers should not be submitted before 1 April 2016
______________________________________________________________________________________________
FREE ACCESS until 14 March 2015 to February 2015 special issue
Changing work, labour and employment relations in China
Volume 68, No 2, February 2015
Guest edited by Sarosh Kuruvilla and Eli Friedman
View issue contents at: http://hum.sagepub.com/content/68/2.toc
______________________________________________________________________________________________
Current Human Relations newsletter – February 2015
http://www.tavinstitute.org/humanrelations/hr_newsletter/newsletters/2015_02_hr_newsletter_February_2015.html
______________________________________________________________________________________________
With best wishes,
Claire Castle
Managing Editor, Human Relations
Email: c.castle@tavinstitute.org
Website: www.humanrelationsjournal.org
OnlineFirst forthcoming articles: http://hum.sagepub.com/content/early/recent
Submission guidance: http://www.tavinstitute.org/humanrelations/submit_paper.html