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Item The negative impact of individual perceived isolation in distributed teams and its possible remedies(John Wiley & Sons Ltd, 2022) Sut I. Wong; Marthe Berntzen; Gillian Warner-Søderholm; Steffen Robert GiessnerPrevious research on distributed teams indicates that physi cal distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isola tion using both a longitudinal diary study and a time-lag field study, applying a Job Demand–Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of help lessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical and practical implications for managing distributed teams are discussed.Item The duality of HR analysts' storytelling: Showcasing and curbing(John Wiley & Sons Ltd, 2022) Na Fu; Anne Keegan; Steven McCartneyGiven the increased popularity of HR analytics, a particular focus has been placed on its enactors - HR analysts. Their capabilities are believed to entail analytical and storytelling skills. While we acknowledge the importance of analyti cal skills, this study utilises an exploratory and qualitative approach to extend our understanding on the storytell ing of HR analysts, which remains less understood in the HR analytics research. Data from HR analysts shows they engage in storytelling as showcasing, incorporating a narrow approach to translating and selling. The latter is a broader form of institutional work to gain legitimacy for HR analyt ics on a general level. New insights are also offered on how HR analysts engage in storytelling as curbing, a form of insti tutional work linked with decoupling HR analytics policy from daily practices and projects. HR analysts engage with these two seemingly contradictory aspects of storytelling to develop sustainable and legitimate HR analyticsItem The cultural influence on employees' preferences for reward allocation rules: A two-wave survey study in 28 countries(John Wiley & Sons Ltd, 2022) Mladen AdamovicMultinational organisations and government organisations experienced problems introducing a merit pay system in different countries. Designing the right reward system is challenging in an international work environment, because employees often have different expectations about reward allocations. Most prior research predicted that individualis tic employees prefer equity as allocation rule for rewards, while collectivistic employees prefer equality as allocation rule. However, prior research could not confirm this predic tion. To expand prior research, we integrate cultural value theory and allocation rule research to examine if employees' culture-inspired personal values influence their preferred allocation rule. We conducted a two-wave study with 3432 employees from 28 countries. The results show that employ ees' cultural value orientations are related to their preferred allocation rules. Further, supervisors are not only consid ered fair if they distribute outcomes based on employees' task performance but also based on equality or extra-role performanceItem The (ir)relevance of human resource management in independent work: Challenging assumptions(John Wiley & Sons Ltd, 2021) David Cross; Juani SwartWe challenge the assumption that independent workers are not relevant to or within the remit of HRM practice and theory. Traditionally, HR focusses on the management of employees within the boundaries of the organisation. Yet, this neglects the wider role that HR can and must have in the management of human work that the orga nisation needs yet exists beyond these boundaries. We argue for the ‘Human’ in HRM to include independent workers. We first contextualise them, highlight the rea sons for neglect, and examine and provoke three key areas. We set out the taken for granted, problematise, and then show how they are relevant, look different, or could be. Through this, we provoke exactly what HR does, where it starts and finishes, and its role in a network or ecosystem rather than purely an organisation. We close by offering ways of making this happen for both theory and practiceItem Staffing effectiveness across countries: An institutional perspective(John Wiley & Sons Ltd, 2021) Lena Knappert; Hilla Peretz; Zeynep Aycan; Pawan BudhwarThis study draws on institutional theory to investigate why and how staffing effectiveness varies across countries. Uti lising data from multiple sources (Cranfield Network on Comparative Human Resource Management [CRANET], Global Leadership and Organisational Behaviour Effective ness [GLOBE], World Economic Forum [WEF], Transparency International, Tightness-Looseness Index), it covers 2,918 organisations in 11 countries. Extending earlier research on comparative staffing that focuses on cultural or regulatory differences separately, our findings show that companies in different countries implement staffing practices in line with their normative (i.e., cultural), regulatory, and cognitive in stitutions. A second key finding shows that institutionally embedded staffing practices are associated with organi sational turnover, thus challenging dominant universalist perspectives on staffing effectiveness. Finally, we shed light on a central yet understudied boundary condition of contex tual perspectives on staffing by identifying the strength of institutional pressures (i.e., societal tightness-looseness) as a moderator of the relationships between national institu tions, staffing, and turnover.Item Small firms, owner managers and (strategic?) human resource management(John Wiley & Sons Ltd, 2021) Carol Atkinson; Ben Lupton; Anastasia Kynighou; Val AntclifThe focus of much strategic human resource management (SHRM) research has been on large firms and there are ques tions as to the applicability of the existing SHRM models in small firms that have different modes of operation, particu larly where owner managers dominate and human resource (HR) specialists are largely absent. There is nevertheless growing evidence that SHRM can be effective in small firms. To develop understanding, this study uses qualitative data from a project that delivered HR support services to small firms to explore why HR practices exist and how they operate. Owner manager responses to cues prompted take up of HR support and developing their understanding and confidence led to the implementation of both routine and progressive HR practices. Owner managers engaged in sense making to navigate the associated dynamics of formality. We present a model of SHRM in the small firm context, incorporating HR support services as an important contributionItem Ownership power and managing a professional workforce: General practitioners and the employment of physician associates(2022) Nick Krachler; Ian KesslerThe management of the professions has become increas ingly challenging, reflecting the emergence of new work roles in professionalized workplaces. Human Resource Management (HRM) scholars have, however, been slow to study the professions, particularly how the power they derive from ownership interacts with other forms of power. This article explores the use of different forms of power by a profession, general practitioners (GPs), in engaging with a new healthcare role, the physician associate (PA). Despite policy support for the role, we find GPs' employment of the role in primary care is low. This is explained by two GP responses to the introduction of the role: employment denial and subordination. We theorize these responses as deriving from GPs' ownership power, enhancing their managerial and knowledge-based control over PAs. In doing so, we open-up a research avenue in the study of workforce management focused on professions' ownership powerItem Managing human resource management tensions in project-based organisations: Evidence from Bangalore(John Wiley & Sons Ltd, 2022) Jossy Mathew; Vasanthi Srinivasan; Richard Croucher; Paul N. GooderhamWe examine human resource management (HRM) in a large Bangalore project-based software company. Diverse adap tations of organisation-level HRM exist in projects, generat ing heterogeneous HRM practices across the organisation, resulting in management–employee tensions. Paradoxes are managed through a comprehensive, detailed and comple mentary set of structural and relational coping mechanisms, designed to promote employee commitment. These mech anisms were only partially successful, largely because of ongoing client interventions in project management. The motivations for and directions of client interventions are closely linked to the type of work undertaken in projects. Service market imperatives limit managers' scope to negoti ate such interventions.Item Management practices and productivity: Does employee representation play a moderating role?(John Wiley & Sons Ltd, 2023) Uwe Jirjahn; Marie-Christine Laible; Jens MohrenweiserBloom and Van Reenen (2007) have suggested an index of best management practices capturing three broad areas: monitoring, targets and incentives. However, it is an open question whether the functioning of these practices depends on contextual factors. From a theoretical view point, the management practices involve both productive and dysfunctional effects. We hypothesize that the relative strength of these effects depends on the industrial relations climate. Works councils help management practices live up to their potential by building long-term employer-employee cooperation. Our empirical analysis uses panel data from the German Management and Organizational Practices survey to examine this hypothesis. Applying a reformulated version of the Mundlak estimator, we disentangle short-term and sustaining productivity effects of the management prac tices. Our results show that the incidence of a works council specifically strengthens the sustaining productivity effect of the practicesItem Is Chief Executive Officer optimistic belief bad for workers? Evidence from corporate employment decisions(John Wiley & Sons Ltd, 2023) Le, Hang; Ishrar Kibria; Kun JiangUsing a behavioural approach, we investigate how Chief Executive Officer optimism, defined as a personality trait where a person has optimistic beliefs about the outcome of future events, influences corporate employment decisions. Using data of publicly traded firms in the U.S. from 1995 to 2017, we show that firms with optimistic CEOs have higher employment growth and exhibit less pronounced employment sensitivity to declining sales than firms with non-optimistic CEOs do. We also find that the impact of optimistic CEOs on employment decisions is larger in finan cially constrained firms. We deal with potential endogeneity issues with the entropy balancing method, propensity score matching and two-stage least squares regression. Our find ings have important implications for the design and imple mentation of Human Resource Management policieItem Institutional duality and human resource management practice in foreign subsidiaries of multinationals(John Wiley & Sons Ltd, 2020) Eleni Stavrou; Emma Parry; Paul Gooderham; Michael Morley; Mila LazarovaWe examine how institutional context affects the decisions that subsidiaries of multinational corporations (MNCs) make in pursuing particular human resource management (HRM) practices in response to institutional duality. Drawing on Varieties of Capitalism, along with the concept of intermediate conformity, we argue that the use of particular HRM practices by MNC subsidiaries will differ depending on both the combination of home and host institutional contexts, and on the nature of the particular practice under consideration. Using data from a survey of HRM practices in 1196 firms across 10 countries, we compare HRM practices in subsidiaries located and head quartered in different combinations of liberal and/or co ordinated market economies. Our study suggests MNC subsidiaries conform only to the most persuasive norms, while exercising their agency to take advantage of the opportunities presented by institutional duality to adopt practices that distinguish them from indigenous competitorsItem Inclusive human resource management in freelancers' employment relationships: The role of organizational needs and freelancers' psychological contracts(John Wiley & Sons Ltd, 2020) Sjanne Marie E. van den Groenendaal; Charissa Freese; Rob F. Poell; Dorien T. A. M. KooijThis study aimed to advance our understanding of inclusive human resource management (HRM) in freelance employ ment. We examined organizational needs and freelancers' psychological contracts with a qualitative interview study among eight dyads of HR managers and freelancers. Al though the findings showed that organisations and free lancers have different interests, both parties agreed on what inclusive HRM entails in freelancers' employment re lationships. However, within the dyads, the content of the psychological contract was not always viewed the same by HR managers and freelancers. Hence, negotiating mutual expectations when implementing inclusive HRM to avoid psychological contract breach appeared important. Further more, organizational needs did not seem to be considered when designing inclusive HRM. Due to this lack of strategic fit, organisations may waste opportunities of tapping into the full potential of hiring freelancers. The findings provideItem Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity(John Wiley & Sons Ltd, 2021) Sylwia Ciuk; Martyna Śliwa; Anne-Wil HarzingAdvancing, both conceptually and practically, the equal ity, diversity, and inclusion (EDI) agenda, which is noto riously difficult to implement, this paper addresses the under-researched area of global diversity management (GDM) in multinational companies (MNCs). Drawing on Harrison and Klein's (2007) conceptualisations of diversity (separation, variety, and disparity) and two core concepts (fluidity and reciprocity) that reflect recent developments in the EDI literature, we propose a two-step framework for implementing the EDI agenda through GDM. We argue that to achieve inclusion, we first need to think differently about diversity and differences (i.e., view diversity in a posi tive light and recognise and appreciate differences as fluid), in order to act differently (i.e., promote reciprocal effort to leverage diversity). We illustrate our framework with the specific case of linguistic diversity, a diversity dimension that is particularly salient, but also often neglected in MNCs, and discuss the implications of the proposed framework for EDI theory as well as human resource management policies and practiceItem Human resources analytics: A legitimacy process(John Wiley & Sons Ltd, 2020) María J. Belizón; Sarah KieranTaking a grounded theory approach, this paper explores human resources (HR) Analytics legitimacy in three organi sations over a period of 3 years. The research aims to inves tigate (i) how the HR Analytics legitimacy process presents and develops and (ii) what decisions, activities, and events can shape the legitimacy of HR Analytics in organisations. We draw on institutional theory and industry creation liter atures to understand what constitutes HR Analytics legit imacy through a three-dimensional perspective: cognitive, socio-political, and technological. A process theory lens as an analytical tool allowed for the mapping of the institutional process in order to isolate key individual decisions, activities, and events over time. Three related, non-linear sub-pro cesses of HR Analytics legitimation are identified, namely, HR Analytics as a strategic commitment, the HR data infra structure decision, and the focus of HR Analytics projects in addition to a number of delaying, enabling, and accelerating elements that influence this processItem Human resource management–well-being– performance research revisited: Past, present, and future(John Wiley & Sons Ltd, 2019) Riccardo Peccei; Karina Van De VoordeThe authors provide an up-to-date theoretically based qualitative review of research dealing with the relationship between HRM, employee well-being, and individual/organisational performance (HRM-WB-IOP research). The review is based on a systematic critical analy sis of all HRM-WB-IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM-WB-IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM WB-IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 stud ies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by set ting out a number of key recommendations for future research to address these gapsItem Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT(John Wiley & Sons Ltd, 2023) Pawan Budhwar; Soumyadeb Chowdhury; Geoffrey Wood; et al.ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their poten tial benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displace ment or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrel evant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder rela tionships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business appli cations, while heightening risks related to well-being, bias, misinformation, context insensitivity, privacy issues, ethi cal dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthe sizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM researchItem How is human resource management research (not) helping practice? In defence of practical implications(John Wiley & Sons Ltd, 2020) Nadia K. Kougiannou; Maranda RidgwayThis article provokes that human resource management (HRM) research is a long way from helping practice. Follow ing a review of HRM empirical articles published in 2018, we show the limited focus academic journals place on practical implications. We provoke that HRM journals are failing to ‘do the right thing’ by not requiring authors to pay enough atten tion to communicating the practical implications of their re search. In half of the articles that we reviewed (n = 324) less than 2% of the text focuses on practical implications. We also found that where practical implications were offered, they were often obscure, implicit, and used unintelligible terms. We argue for extensive practical implications to be included in publications that provide an impetus to research relevant topics and close the knowledge-translation gapItem Getting to what works: How frontline HRM relationality facilitates high-performance work practice implementation(John Wiley & Sons Ltd, 2023) Nick KrachlerThe lack of an efficient support system for people with multiple, long-term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary-spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high-performance work practices (HPWPs) in this sector, the actual implementation of these practices is less clear. Based on a comparative case study approach, 153 interviews, and other qualitative data, this article explores frontline managers' HR philosophies and practices (‘frontline HRM relationality’) to explain possi ble variation in efforts to implement the boundary-spanning role of care coordinators (CCs). Despite strong policy support for the role, coordination has improved unevenly because of varying degrees of HRM relationality: findings show that higher frontline HRM relationality was associated with lower inter-occupational professionalization differ ences and higher boundary-spanning coordination. The article contributes to a nascent literature on HPWP imple mentation by theorizing frontline HRM relationality as a continuum that moderates professionalization-related coor dination problems and highlights the importance of frontline HRM relationality for implementing HPWPs in professional ized settings.Item Generational categories: A broken basis for human resource management research and practice(John Wiley & Sons Ltd, 2020) Emma Parry; Peter UrwinThis provocation challenges the use of generational cate gories as a valid and useful basis for the development of human resource management (HRM) research and practice. We present two provocations. First, that a focus solely on year of birth as a driver of attitudes, values and behaviours is wholly inadequate. Second, we go beyond existing empirical challenges to argue that any approach to the study of generations that focuses solely on generational categories should be abandoned. We consider the theo retical basis for generations, together with specific exam ples from empirical studies to show how the current reliance on largely unsubstantiated categories leaves even longitudinal studies unable to make an effective contribu tion to this field. We draw on cross‐disciplinary insights to consider the implications for academic research and for HRM practice, showing how the current approach limits the usefulness of findings and suggesting a potential way forwardItem Gender in Human Resources: Hiding in plain sight(John Wiley & Sons Ltd, 2020) Susan Ainsworth; Andreas PekarekThis paper argues an important aspect of Human Resources (HR) as an occupation has been largely overlooked by main stream and critical scholars alike: its gendered qualities. Gender is ‘hiding in plain sight’ in the sense that its high concentration of women is obvious but has attracted only sporadic academic commentary. We suggest rather than simply a ‘feminised’ area of management, contemporary HR is a complex mix of both masculine-coded and femi nine-coded values, priorities and norms derived from earlier traditions of welfare and personnel management as well as the later influence of strategic management. Attention to this gendered complexity can help us understand how the HR occupation is experienced in everyday interactions and provide an alternative perspective that enriches Critical Human Resource Management