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We are delighted to share with you the latest issue of Human Resource Management Journal, as well as our open calls for papers – see the full details below. We are also excited to announce that from 21 July 2017, Wiley Online Library (WOL) is initiating a new content sharing service to facilitate collaboration and make sharing easier for researchers. An authorized WOL user will be presented with a special sharing link while on the WOL article page, which can be shared with an unauthenticated user, who is taken to a restricted (no printing, no downloading) full text view of the article. We hope this will help to increase engagement with all that we publish!
Human Resource Management Journal
2016 Impact Factor: 2.147; Ranking: 5/27 in Industrial Relations & Labor; 78/194 in Management
5 Year Impact Factor: 3.005
Call for Papers
Special Issues - 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 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 here
Latest Issue, Volume 27, Issue 3
The latest issue of the Human Resource Management Journal is now available and features an Open Access article by Sian Christina, Andrew Dainty, Kevin Daniels et al. entitled Shut the Fridge Door! HRM Alignment, Job Redesign and Energy Performance
For a list of the Issue's articles, accompanying abstracts and article information below:
Original Articles
Workplace bullying and absenteeism: The mediating roles of poor health and work engagement
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12156/full
Christopher Magee, Ross Gordon, Laura Robinson, Peter Caputi, Lindsay Oades
Abstract: Workplace bullying is a major problem that affects the well-being and productivity of employees. Some previous studies have found that workplace bullying is associated with absenteeism, which is a major contributor to lost workplace productivity. However, a comprehensive understanding of how different workplace bullying experiences are associated with absenteeism is currently lacking. In particular no previous studies have examined potential mediators of these relationships. The present article aimed to provide new insights into the relationship between workplace bullying and absenteeism. In a 12-month prospective study of 500 Australian employees, we identified 5 distinct subtypes of workplace bullying experiences using a person-centred approach. These bullying subtypes were found to be associated with absenteeism via health impairment and lower work engagement. The findings can be used to inform HR strategies to prevent and manage workplace bullying.
"Handle with care": The mediating role of schedule i-deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12160/full
Mireia Las Heras, Beatrice I.J.M. Van der Heijden, Jeroen De Jong and Yasin Rofcanin
Abstract: Drawing on theories of perspective-taking and i-deals, this study explores the impact of supervisors' own caregiving responsibilities for elders and parental status on subordinates' schedule i-deals. Moreover, we investigate the extent to which schedule i-deals mediate the relationship between supervisors' caregiving responsibilities and two employee outcomes: satisfaction with work–family balance and turnover intentions. Using a sample of 520 dyads involving 137 supervisors and 520 employees, the results of multilevel analysis show that supervisors' caregiving responsibilities for elders is positively related to schedule i-deals, but their parental status is not. The findings also show that schedule i-deals mediate the effect of supervisors' caregiving responsibilities for elders on subordinates' satisfaction with work–family balance and turnover intentions. This research contributes to the i-deals' literature by focusing on the role of managers' own caregiving responsibilities in facilitating the provision of schedule i-deals to their subordinates and by exploring the consequences of schedule i-deals to gain an understanding of the mutually beneficial nature of such deals. From a practical point of view, supervisors and HR departments might utilise schedule i-deals to drive desirable employee outcomes, in particular their caregiving responsibilities, and to engender a family-supportive organisational culture.
The effect of applicant political skill on the race dissimilarity-recruiter recommendations relationship
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12157/full
Jacob W. Breland, Stephanie R. Seitz, Darren C. Treadway, Kathi J. Lovelace and Brooke A. Gazdag
Abstract: The importance of recruiting minority candidates is increasing due to legal and strategic concerns. Although the majority of research in the area investigating race dissimilarity has been found to have significant negative effects on interviewing outcomes, the results have been inconsistent. Integrating our model into that proposed by Huffcutt, we attempt to better understand some of these inconsistencies by introducing political influence compatibility as a mediator between race dissimilarity and recruiter hiring recommendations. We further integrate political skill as a moderator to neutralise the negative impact of being racially dissimilar on political influence compatibility. The model was tested using data collected from actual interviews conducted in unstructured settings, and support was found for the hypotheses.
Work–family conflict, family satisfaction and employee well-being: a comparative study of Australian and Indian social workers
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12143/full
Parveen Kalliath, Thomas Kalliath and Christopher Chan
Abstract: Work-to-family conflict and family-to-work conflict have been widely investigated as antecedents of well-being in various employee groups. However, these studies have largely been performed in Western countries, and only a few studies have investigated the phenomenon using both Western and non-Western samples. The present study contributes to the literature by investigating work–family conflict experiences of social workers in Australia and India. More specifically, it explores the impact of work-to-family conflict and family-to-work conflict on well-being and the mediating role of family satisfaction in this relationship. Our findings reveal the direct negative effects of work-to-family conflict on well-being and family satisfaction in both groups and of family-to-work conflict on well-being of Indian social workers. There is evidence that family satisfaction mediates work–family conflict and well-being relationships in both samples. We discuss the theoretical and practical implications of the findings for HRM policies in social service agencies of both countries.
Shut the fridge door! HRM alignment, job redesign and energy performance
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12144/full
Sian Christina, Andrew Dainty, Kevin Daniels, Olga Tregaskis and Patrick Waterson
Abstract: Anchored within the strategic HRM and alignment literature, and drawing on efficiency and legitimacy perspectives of organisational behaviour, we investigated a HRM intervention targeted at energy reduction goals in a large multinational retailer. The HRM intervention was focused on embedding the environmental and economic performance goals of the firm within the workplace through redesigning the job so that energy tasks were aligned with training and performance management systems, as well as organisational performance goals. Using a randomised control trial design, we tracked changes in energy behaviours and energy consumption in 769 retail stores (685 in the intervention condition, 84 in the control condition). The findings provide evidence that changing the alignment of HRM practices can influence both worker behaviour and organisational outcomes, including environmental outcomes. This work contributes to debates concerning the impact of HRM alignment on both the work and organisational performance context.
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12145/full
Inmaculada Beltrán-Martín, Juan Carlos Bou-Llusar, Vicente Roca-Puig and Ana Belén Escrig-Tena
Abstract: Drawing on the contextual perspective, this study provides novel empirical evidence on how the organisational context (specifically, the firm's human resource strategy) has an effect on employee proactivity. We use matched data from managers and employees in 102 Spanish professional service firms to examine how high performance work systems contribute to enhance employee proactive behaviours through two motivational variables: role breadth self-efficacy and flexible role orientation. Results of a multilevel study demonstrate that role breadth self-efficacy mediates between HPWS and employee proactivity, but flexible role orientation does not mediate this relationship.
'Hidden' expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12147/full
Washika Haak-Saheem and Chris Brewster
Abstract: Expatriates are often assumed to have enhanced terms and conditions and, because that makes them expensive, to be in key managerial or technical specialist roles. Employees who come from abroad and are in more manual or even menial roles are usually referred to as 'migrants'. However, there are millions of people around the world who are not migrants, their intended sojourn in a foreign country is seen by them and their employers as temporary, but their employment contracts are far from advantageous compared with those of locals. These 'hidden' expatriates are brought into focus in the emerging Arab Gulf States. In some of these countries, the population consists mainly of expatriates, with the local population a small minority: These expatriates include many in lower-management or manual or menial jobs. We demarcate these expatriates from organisationally assigned expatriates, self-initiated expatriates and migrants. We use qualitative data from such expatriates in the United Arab Emirates to explore the issues this raises for governments, employers and the expatriates – and for our understanding of the phenomenon of expatriation.
High-performance work systems and creativity implementation: the role of psychological capital and psychological safety
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12148/full
Promila Agarwal and Elaine Farndale
Abstract: Unimplemented creative ideas are potentially wasted opportunities for organisations. Although it is largely understood how to encourage creativity among employees, how to ensure this creativity is implemented remains underexplored. The objective of the current study is to identify the underlying mechanisms that explain the relationship between high-performance work systems and creativity implementation. Drawing from the job demands–resources model, we explore a model of psychological capital and psychological safety as mediators in the relationship between high-performance work systems and creativity implementation. Based on 505 employee survey responses, the findings show support for the mediating relationships, highlighting the importance of psychological mechanisms. The study has important implications for HRM, uncovering how people management practices can encourage creativity implementation in the workplace.
Contextualising diversity management in the Middle East and North Africa: a relational perspective
Sophie Hennekam, Loubna Tahssain-Gay and Jawad Syed
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12150/full
Abstract: This study examines the clash between diversity policies as designed in the West and the challenges in implementing these in the Middle East and North Africa region. We contribute to the role of context in diversity management by studying how HR managers deal with diversity policies when the Western approach and the local context are perceived as being incompatible. Twenty HR/diversity managers working for multinational companies in nine different countries in the Middle East and North Africa region were interviewed. The findings show that a manager's understanding of the interrelated nature of multilevel factors of the local context influences the strategies adopted. Three strategies to deal with the perceived clash are identified: forcing a Western approach upon the local country, a reframing strategy where existing policies are reformulated to fit the Western requirements, and a sensitive approach in which the local context is considered. The study suggests that multinational companies have to adapt diversity policies to local multilevel factors of the country in which they operate.
The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers
Saskia de Klerk and Martie-Louise Verreynne
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12151/full
Abstract: Women managers face institutional and social barriers throughout their careers. In this research, we use networking and symbolic interactionism theories to explain how they network while negotiating these impediments in an emerging economy setting. Focus-group data revealed three themes. The women in our study, as predicted by networking theory, use networks to bolster career outcomes, although some also use non-influential networks or network ineffectively. Next, symbolic interactionism explains how expectations of, and personal reflections on, networking lead to a lack of confidence and feelings of guilt that can be career limiting. However, when women understand that their unique networking approach can be powerful, they gain social capital that enhances their leadership. Last, patriarchal cultures of emerging economy settings support stereotypical gender roles, leaving women conflicted between competition and mutual support, thus redefining the so-called Queen Bee phenomenon. We conclude by showing how women can use networking to enhance career and personal development.
Best wishes
Elaine Farndale
Co-Editor-in-Chief of Human Resource Management Journal: http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1748-8583
Dr Elaine Farndale
Associate Professor of Human Resource Management
Founder and Director, Center for International Human Resource Studies: http://ler.la.psu.edu/cihrs
School of Labor and Employment Relations
The Pennsylvania State University
501c Keller Building, University Park, PA 16802, USA
email: euf3@psu.edu; phone: +1 814-867-3320
webpage: http://ler.la.psu.edu/directory/euf3