There is an urgent need to future-proof HRM by exploring how HR roles and competencies evolve as organizations develop agile and responsible strategies for technology-human collaboration within HR practices. Through conjoined agency and role theory, utilizing a qualitative case study approach across four diverse organizations, the research investigates the emergent dynamics of assisting, arresting, augmenting, and automating conjoined agencies. Conjoined agencies enable HR professionals to deliver highly personalized solutions, skillfully navigate the challenges of algorithmic management, and create shared benefits for various stakeholders while upholding ethical standards and responsible data management practices. All of these illustrate the transformation of traditional HR roles, shifting from operational executors to strategic business allies as they adapt to future societal challenges and the emergence of two critical competencies: Ethical Data Usage Steward and Technology Evangelist. In contributing to the theoretical framework of future-proofing HRM, the study provides insights into how responsible and ethical HR paradigms arise through mindful collaboration between humans and technology. The findings provide practical guidance on developing agile competencies essential for adapting to rapid technological evolution, thereby ensuring that HRM remains relevant and impactful in addressing contemporary grand challenges and technological disruptions.
The importance of this study is provided in the context of the role of police officers, namely the increasing demands of this frontline role. Grounded in the conservation of resources (COR) theory, we examine police officers' responses to moral injury. We posit that experiencing morally wrong activities is negatively related to perceived prosocial impact of police officers and additional employee outcomes such as engagement, job satisfaction and intention to leave. We also hypothesise a moderating effect of employee silence on the relationship between moral injury and perceived prosocial impact. Data collected from 371 police officers in Australia across two waves largely confirm our proposed theoretical framework. Specifically, our findings reveal that employee silence strengthens the indirect negative effect of moral injury on police officers' engagement and job satisfaction, as well as the indirect positive effect on their intention to leave via perceived prosocial impact. These findings contribute to a paucity of literature on employee silence demonstrating that it exacerbates the negative effects of moral injury on employees' prosocial behaviours through the lens of resource depletion.
Strategic Human Resource Management (SHRM) research increasingly recognises the importance of context in shaping organisational outcomes. Yet much of the field remains informed by Western assumptions , providing limited insight into how SHRM is interpreted and enacted in institutionally complex Global South environments, where weak governance, informal norms, and low institutional trust shape organisational practices. Moreover, limited attention has focused on SHRM variations across organisational types within the same national context, despite distinct institutional pressures. To examine this , we draw on institutional theory and interviews with thirty-eight senior HR executives across sixteen public organisations, local private organisations, and multinational subsidiaries in Pakistan. We find pronounced intra-national SHRM variations. Public organisations diverge from performance-oriented SHRM due to political interference, regulatory constraints, and patronage-based trust. Local private organisations exhibit selective convergence, combining formal HRM practices with community-embedded relational norms and legitimacy concerns. Multinational subsidiaries pursue contextual convergence by hybridising global HR templates with local institutional expectations. Across organisational types, HR actors interpret, filter, and negotiate institutional pressures, resulting in differentiated SHRM configurations . Our study contributes to contextualised SHRM by demonstrating how organisational type shapes SHRM responses within a single national context and advancing an actor-centred account of SHRM in less formalised institutionalised settings.
Global virtual teams (GVTs) have become an increasingly common form of global work, presenting both opportunities and challenges for international human resource management. While previous research highlights the influence of cultural differences on GVT performance, the findings have been inconsistent. These mixed findings suggest the presence of overlooked moderating and mediating effects, particularly regarding how cultural differences are perceived and interpreted beyond their structural presence in GVT environments. This issue is especially relevant in early-stage, project-based GVTs, where perceptions of cultural differences can emerge before extensive teamwork occurs. Thus, we adopt a socio-cognitive perspective and integrate social categorization theory with construal level theory. We develop a moderated mediation model in which initial perceptions of cultural differences in GVTs relate to subsequent collective efficacy, which in turn predicts GVT performance, with dispersion in lingua franca proficiency moderating these relationships. Using a multi-wave and multi-source dataset of 800 GVTs, our results support our hypotheses. Results show that perceived cultural differences are not directly associated with GVT performance but show an indirect negative association through lower collective efficacy. This effect is amplified in GVTs with greater dispersion in lingua franca proficiency. We discuss theoretical and practical implications and point toward future research.
Despite the strategic importance of retaining repatriates, many multinational enterprises (MNEs) face persistent challenges in reintegrating employees returning from international assignments within a volatile global landscape. Drawing on need-to-belong theory, this study examines how repatriates' perceived recognition of international work experience promotes retention intention through a sequential pathway. Specifically, we argue that repatriates' perceived recognition of international work experience (being recognized) enhances perceived insider status (being accepted), fosters belonging (emotional connection) and ultimately strengthens retention intention. Moreover, the study explores how inclusive human resource management (HRM) practices moderate this sequential pathway. The three-wave survey data from 322 repatriates in Chinese MNEs supports our proposed moderated serial mediation model. Theoretically, this study extends need-to-belong theory to repatriation by revealing a socio-emotional mechanism that links repatriates' sense of recognition to their subsequent retention intention within their home organizations. Practically, it guides MNEs to institutionalize recognition and foster inclusion to meet repatriates' psychological needs and improve retention.
Despite the significant investment in talent management (TM) and its assumed strategic value for organizational growth, the impact of TM programs remains limited. Research suggests that being recognized as talent can influence employees in diverse ways, from enhanced motivation to increased stress, pressure, or turnover intentions. To better understand how talent designation shapes employee perceptions, we conducted a nuanced qualitative study exploring the factors affecting how talent perceptions are formed and evolve. Data were collected through qualitative interviews (N = 33) with employees designated as talent in a multinational enterprise (MNE) headquartered in Switzerland. Our study demonstrates how, beyond the formal TM process, the interplay of different messages, actors, and contexts shapes the perceptions of those recognized as talent. Findings highlight the dynamic nature of talent perceptions, beginning even before official designation, and illustrate how TM signals-with characteristics such as clarity, consistency, trustworthiness, and continuity-affect these perceptions. We also identify four levels of contextual factors that can either mitigate or intensify talent perceptions. These insights contribute both theoretically and practically by emphasizing the temporal development of talent perceptions and the significant role of contextual factors in shaping them.
Lesbian, gay, bisexual, trans, and queer (LGBTQ+) individuals continue to face hiring discrimination. Despite the adverse implications of such discrimination for both LGBTQ+ individuals and organizations, research on this topic is fragmented across disciplines, making it difficult to inform effective HRM interventions. To address this problem, we synthesized the existing quantitative evidence on the factors influencing LGBTQ+ hiring outcomes. We conducted a search across four databases, yielding 4034 results. After applying inclusion and exclusion criteria and updating the original search, 66 articles remained. Our analysis identifies a diverse set of antecedents, which we organize within a multilevel framework. These antecedents include macro-level factors, organization and job-specific characteristics, and individual-level attributes of both hiring decision-makers and job candidates. In addition, the review highlights significant gaps in the literature. Notably, the literature disproportionately focuses on gay and lesbian applicants, with limited attention to trans and bisexual applicants, and offers little evidence on HRM practices to mitigate LGBTQ+ hiring discrimination. By consolidating existing findings, this review identifies key priorities for future research, particularly the role of emerging hiring technologies and the need for intersectional approaches and provides guidance for HRM practitioners to reduce LGBTQ* discrimination, including through diversity policies resilient to political shifts.
In dynamic business environments, achieving organizational flexibility in staffing is crucial. Although staffing via agencies - intermediaries between temporary agency workers (temps) and client organizations (clients) - can improve flexibility, it presents implementation challenges. Due to the short-term nature of the work, clients and temps may hesitate to invest in beneficial social exchange that fosters temps' integration and performance. Using social exchange theory, we argue that despite operating from a distance, agencies can facilitate social exchange. We developed and tested a nudging intervention (emails and text messages with behavioral recommendations) at an agency encouraging temps to initiate social exchange by seeking support from clients. Data from 104 temps revealed that those in the intervention group sought and received more support than in the control group. However, client support-giving depended on temps' perceived likelihood of permanent employment at the client: temps with a high likelihood received support in response to support-seeking, whereas those with a low likelihood did not. The findings enrich social exchange theory and suggest that agencies, as third parties, can play a role in relationship-building between temps and clients. However, more orchestrated efforts may be needed to ensure that the short-term nature of assignments does not limit clients' responses to temps' support-seeking.
Although the influence of green human resource management (GHRM) on green supply chain integration (GSCI) has received great attention, whether and how GHRM responds to inconsistent goals of multiple stakeholders in the supply chain to facilitate GSCI is still unclear. Based on ability-motivation-opportunity (AMO) theory, this study suggests that GHRM improves ability, motivation and opportunity of adopting ambidextrous environmental strategy and further promotes three dimensions of GSCI. By collecting two-stage data from 317 Chinese manufacturing companies, we verify hypotheses with bootstrap method. Our findings suggest that ambidextrous environmental strategy mediates the positive relationship between GHRM and GSCI. Robustness test of CB-SEM method further revalidates the findings. This research contributes to revealing the mechanism of GHRM-GSCI link and guiding managers to enhance GSCI with strategic GHRM.
Drawing on reinforcement theory and insights from two-market (monetary and social markets) research, this study investigates the complex relationships among employees' perceived recognition, affective state, and task performance. Using multi-wave, multi-source data from 387 leader-employee dyads across eight Chinese high-tech companies, we found a U-shaped relationship between perceived recognition and negative affect, which subsequently impacts task performance. Furthermore, pay for individual performance (PFIP) significantly moderates this U-shaped relationship: at low to moderate recognition levels, high PFIP weakens the negative relationship between perceived recognition and negative affect by shifting employees' focus from social to monetary rewards; at moderate to high recognition levels, high PFIP mitigates the positive relationship between perceived recognition and negative affect by alleviating the psychological pressure and compensating for the decreased motivational effectiveness from excessive perceived recognition. These findings advance total compensation literature by highlighting a potential 'dark side' of excessive perceived recognition and address the puzzle of why organizations adopt monetary and non-monetary rewards simultaneously, showing that PFIP dampens recognition's effects that is counterproductive at low-to-moderate levels but protective at moderate-to-high levels. Our study also has practical implications for organizations seeking to optimize their reward strategies by calibrating recognition intensity and integrating it with performance-based pay.
Employee engagement and retention are vital for organisational viability and sustainability. To foster long-term commitment with employees, companies increasingly use corporate ability strategies through social media to attract current and potential employees. This study aims to examine the relationships among corporate ability strategy, employee engagement, and employee retention, with message source modelled as a moderator. Two experimental studies were undertaken with employees to examine these relationships. Study 1 shows that five different corporate ability strategy contents significantly enhanced employee engagement, which in turn increases retention intention. Study 2 shows the moderation effect of message sources (the company, a social media influencer and a third-party organisation) is significant on the relationship between corporate ability strategy contents and employee engagement. The study contributes to corporate communication literature and human resource management research. The findings have implications for marketers and human resource practitioners to optimise the effectiveness of corporate ability strategy contents through adjusting message sources, enhancing employee engagement and retention.
While the effects of nonnative accents have been explored for HRM practices such as hiring, performance management, and career development, limited attention has been given to how nonnative speakers experience conflict situations with native speakers, which is an essential aspect of employee relations. In this article, we explore whether nonnative speakers experience less rapport - measured by satisfaction with relationship and conflict process - when they engage in conflicts with native speakers versus nonnative speakers. Across two studies, findings suggest that 1) nonnative speakers that engage in conflict with a native speaker experience less rapport with the counterpart, compared to when they engage in conflict with another nonnative speaker, and 2) cooperative goal interdependence moderates the negative relationship with rapport in nonnative and native speaker interactions such that this relationship is weaker when goals are perceived to be cooperatively aligned.
Work-life balance (WLB) now rivals salary and career advancement as a top employee priority, yet organizations continue to struggle with designing work that enables both performance and balance. This challenge has intensified with distributed work arrangements, where employees face distinct demands across on-site, hybrid, and remote contexts. Drawing on the Job Demands-Resources (JD-R) theory, we examine how combinations of job design and ICT characteristics jointly shape WLB. Using a two-step fuzzy-set qualitative comparative analysis (fsQCA) across two national samples (France, N = 605; Montenegro, N = 1,535), we identify multiple configurational pathways that foster high WLB. Study 1 inductively derives work and technology design configurations, while Study 2 tests their robustness in a different cultural context. Enriched work design supports WLB across forms of work (FoW), though the optimal mix of job and ICT characteristics differs. Notably, IT presenteeism appears necessary for hybrid workers. Job and technological complexity act as interchangeable demands, interdependence and feedback show asymmetric effects, and techno-overload consistently undermines balance. We advance theory by extending JD-R to digitally mediated contexts, integrating ICT demands into work design, and demonstrating the value of configurational reasoning. Practical implications highlight tailored strategies for on-site, hybrid, and remote work.
