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Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i‐deals) can contribute to individual thriving. We contend that possessing development i‐deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high‐quality leader–member exchange will enhance the function of development i‐deals in triggering approach job crafting and subsequent thriving experiences. Results from a two‐wave survey involving 278 managers in a pharmaceutical firm in China and a three‐wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce. [ABSTRACT FROM AUTHOR]

It has been claimed that the HR "profession" suffers from a chronic shortage of social legitimacy. In this article, we advance the idea that HR is also to some extent subject to public stigmatization for being immoral. In other words, we maintain that certain aspects of contemporary HR work can be conceptualized as morally dirty work. We provide empirical support for this contention by analyzing a set of 28 films portraying HR practitioners at work. The research results comprise both task‐related and method‐related filmic representations of HR work as immoral, thus furnishing a comprehensive and nuanced picture of the moral issues that can affect the HR profession. Furthermore, the results show that some of the HR characters analyzed—typically those who hold a role as (co‐)protagonists in the story—realize the immorality affecting their work and decide to distance themselves from it by either exiting the role, trying to reform it, or openly raising resistance against their employer. These research results suggest the need to integrate dirty work scholarship into study of the HR profession, while they provide important indications in terms of future HR research, practice and education. [ABSTRACT FROM AUTHOR]

Understanding how employees respond to HR systems is a critical question in the strategic HR literature and the need for more nuanced theoretical frameworks explaining who responds differentially to HR systems persists. Drawing on a contingency perspective and the theory of purposeful work behavior, we present a theoretical framework that suggests that employee motivational goal strivings interact with commensurate HR bundles (communion‐enhancing HR bundles, status‐enhancing HR bundles, and achievement‐enhancing HR bundles) to predict employee job performance. Based on survey data collected from 362 employees in 84 service units, our findings reveal that the effects of communion and status strivings on job performance are more positive and stronger for employees in units with higher levels of communion‐enhancing HR bundles and status‐enhancing HR bundles, respectively. In contrast, the effect of achievement goal strivings on job performance is weaker in units with higher levels of achievement‐enhancing HR bundles. These findings have significant implications for both theoretical and practical perspectives, shedding light on the role of employee motivations in shaping the effectiveness of HR bundles on employee performance. [ABSTRACT FROM AUTHOR]

Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization. [ABSTRACT FROM AUTHOR]

Algorithmic HR systems are becoming a more prevalent interface between organizations and employees. Yet little research has examined how automated HR processes impact employee motivation. In a three‐wave study (NTime1 = 401; NTime2 = 379; NTime3 = 303), we investigated the motivational effects of HR systems that automatically capture—and make decisions based on—employee performance, and whether these effects depend on employee attributions regarding the organization's intended use of its automated HR metric system. Additionally, we test whether these motivational states affect employee task prioritization and emotional exhaustion. Results show that employees whose organizations use algorithmic HR systems, and who also attribute managerial control as intent to that system, experience higher levels of extrinsic motivation at work. This, in turn, predicts greater prioritization of metricized tasks and de‐prioritization of non‐metricized tasks. Conversely, employees who believe the purpose of algorithmic HR systems is to provide them with constructive feedback are more likely to experience intrinsic motivation, leading to reduced feelings of emotional exhaustion, greater prioritization of metricized tasks, but reduced non‐metricized behavior de‐prioritization. These results illustrate the critical importance of employee sensemaking around algorithmic HR systems as a precursor to the impact of such systems on employee motivation, behavior, and well‐being. [ABSTRACT FROM AUTHOR]

Powerful leaders need to be challenged and pushed to consider uncontemplated perspectives. Research has indicated that employees in lower-power positions are best poised to challenge leaders, because these individuals better understand others' perspectives and have a different lens on day-to-day organizational issues compared to powerful leaders. While several well-known leaders rely on a lower-power employee (i.e., right-hand partner) to amplify their efforts, it is unclear how one becomes a right-hand partner or what this entails. Relying on qualitative data from 74 individuals (61 chiefs of staff and 13 leaders), we develop a process of heedful challenging: the process of presenting alternative perspectives to someone in an individualized manner. In this process, the lower-power employee utilizes their knowledge of the leader and their understanding of how organizational issues are impacting employees to thoughtfully challenge the leader by presenting differing perspectives and illuminating the implications of their behavior. We articulate how one becomes a right-hand partner through this process, present the defining characteristics and drawbacks of being a right-hand partner, and describe instances when this process goes awry. This work contributes to theory about unequal-power relationships and provides insight into how lower-power employees can broaden leader's perspectives. [ABSTRACT FROM AUTHOR]

Through an ethnographic study of a manufacturing monitoring technology, the author examines how the relations among workers, managers, and third-party technologists impact the ongoing configuration of cloud-based workplace technologies. Because these technologies are broadly networked, data-driven, and highly malleable, the author argues that technologists have an increasingly prominent role. By tracing issues raised by workers and managers in the focal customer firm, the study shows that the employment relation can explain only a limited set of outcomes. An analysis that accounts for technologists' innovative and economic relations with their users fully explains which issues are resolved and how. In contrast to research that implies technologists amplify institutionalized patterns of labor–management relations through their design choices, this study shows that technologists are complex organizational actors with situated interests, values, and identities. Through the development of a triadic model of relations, the author demonstrates why technologists must be included in analyses of contemporary technologies. [ABSTRACT FROM AUTHOR]

Prior research on career interdependence has focused on how colleague exits shape employees' intraorganizational careers through the creation of job vacancies and vacancy-driven promotion. In this paper, I propose that colleague exits can shape employees' careers through the creation of valuable relational "vacancies." Focusing on employees engaged in collaborative research, and drawing on the vacancy chains literature, I argue that colleague exits create new collaboration opportunities for remaining employees that can enhance learning and facilitate competency-driven promotion. Yet, employees will benefit only when these opportunities arise as a result of their own collaborators leaving—that is, employees must lose to gain. Using longitudinal data on employees within a single research organization, I show that collaborator exits increase the likelihood of employees' competency-driven promotion in a way that noncollaborator exits do not. Furthermore, it is the exit of higher-level collaborators that is most beneficial. These findings highlight a different type of career interdependence and the role of collaborator mobility in shaping the intraorganizational careers of knowledge workers. [ABSTRACT FROM AUTHOR]

Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three‐wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research. [ABSTRACT FROM AUTHOR]

The gradual shift in power relations between organized employers and employees since the 1970s has increasingly affected the functioning of national industrial relations systems. According to a broad literature, the most important of these consequences is an increase in employer discretion. This article tests this claim by performing a longitudinal content analysis on three Dutch collective contracts. It develops an analytical framework based on four dimensions of employer discretion. Results show that although employer discretion did increase on all four dimensions between the mid-1970s and the 2020s, significant temporal and sectoral variation has occurred. In addition, the article argues that a loss of democratic influence by employees intensified the increase of the one-sided decision-making powers of employers, and that the collective contract is being transformed from a joint labor–capital effort to solve workplace problems to a management instrument. [ABSTRACT FROM AUTHOR]

We document the size and scope of the industry of for‐profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing topics that have relevance, and it should also matter to teachers of human resources who want to present an accurate description of practice to students. Aside from the now remarkable size of the HR industry, arguably its most important attribute is its marketing efforts, which now drive the agenda for the field of HR. A concern about that agenda is that it often creates the perception of challenges for management when in practice no evidence of those challenges exists. [ABSTRACT FROM AUTHOR]

Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions. [ABSTRACT FROM AUTHOR]

"Networks, Labour and Migration among Indian Muslim Artisans" by Thomas Chambers is an ethnography that explores the lives of Muslim artisan woodworkers in Saharanpur, India. The study focuses on their workshops, migration patterns, and the importance of friendships and social ties in their working lives. The article highlights the decline of the industry, the role of Muslim identity in employment opportunities, and the impact of Gulf migration on class differentiation. The author also discusses the contrast between migrant artisans from Uttar Pradesh and returnee migrants from Kerala, as well as the relationship between material constraints and cultural factors in shaping class consciousness. [Extracted from the article]

"Unionizing the Ivory Tower: Cornell Workers' Fifteen-Year Fight for Justice and a Living Wage" by Al Davidoff is a memoir that tells the story of how low-paid Cornell employees organized and fought for better working conditions and wages. The book provides a detailed account of the challenges faced by these workers, including poverty wages, arbitrary bosses, and oppressive conditions. It also explores the process of organizing a union and the strategies employed to gain recognition and negotiate a fair contract. The book addresses issues of race and racism within the context of the struggle for justice. Overall, "Unionizing the Ivory Tower" offers valuable insights into worker organizing, union building, and labor-management relations. [Extracted from the article]

Diversity training is a common initiative in organizations, yet also the focus of much debate. Legislative attempts have been made to eliminate diversity training, while research has presented mixed findings and contradictions. Although much is known about designs, pedagogies, and trainee outcomes of diversity training, we know far less about the diversity trainer, who bears the brunt of delivering training amid existing controversies. In this study, we examine the diversity trainer's experience, bringing to light the important use of the trainer's own identities in navigating the emotionally charged minefield of educating about bias and bridging across cultural and demographic differences. Through this qualitative investigation, we develop a grounded model that illustrates the process of brokering identities, a form of identity work diversity trainers engage in that involves their deliberate efforts to call themselves and others in during diversity training. We highlight the brokering self-efficacy trainers gain from their identity work, which helps to explain why diversity trainers continue to engage in the process of brokering identities despite the challenges and controversies they may face. [ABSTRACT FROM AUTHOR]

Employee mental health is a central issue in today's global workplace. This paper analyzes the effect of high performance work systems (HPWSs) on employee mental health. We integrate HPWS concepts with job demands‐resources (JD‐R) theory to examine competing theoretical perspectives—a positive HPWS influence and a negative HPWS influence on employee mental health. We examine employees' perceptions of psychological empowerment as an indicator of the motivational pathway of the JD‐R and work‐role overload as an indicator of the strain pathway to explain the differential effect of HPWSs on mental health. We also incorporate organizational identification theory to demonstrate how one's identification with the organization can either accentuate or attenuate feelings of both psychological empowerment and work‐role overload. Findings from a study of 999 employees in 174 South Korean organizations indicate that HPWSs are positively associated with employee mental health via employee perceptions of empowerment and that HPWSs are negatively associated with employee mental health through perceptions of work‐role overload. Furthermore, the study finds that organizational identification attenuates the relationship between HPWS and both empowerment and overload. Practice‐level post hoc analyses also reveal that the job design characteristics, pay level, and participative decision‐making are linked to empowerment. In addition, participative decision‐making is most strongly associated with work overload. [ABSTRACT FROM AUTHOR]

Using Chinese data, we examine whether synchronous remote board meetings, which facilitate status equalization among directors and alleviate their pressure for conformity, affect board monitoring effectiveness. We find that compared to face-to-face meetings, synchronous remote meetings are associated with directors' better meeting attendance behavior, a higher likelihood of director dissent on monitoring-related proposals, higher forced CEO turnover-performance sensitivity, and more effective investments. These results hold when we use remote meetings that include both synchronous and asynchronous remote meetings. Proposal-director level analysis further shows that remote meetings reduce the pressure to conform faced by young first-term directors and socially connected directors. Authors have furnished an Internet Appendix , which is available on the Oxford University Press Web site next to the link to the final published paper online. [ABSTRACT FROM AUTHOR]

We theorize that ally work (actions by employees belonging to advantaged social groups to support employees belonging to disadvantaged social groups) can be organized into three modalities: self ally work that is oriented toward developing skills and capabilities, relational ally work that is focused on building positive work relationships, and organizational ally work aimed at changing organizational practices to support disadvantaged coworkers. Drawing from the theory of political ideology as motivated cognition, across multiple pre-registered field studies we found that employees who were more liberal-leaning (vs. conservative-leaning) reported higher engagement in all three modalities. We also examined whether contextual affordances amplified the liberalism effect. Specifically, we tested whether personal accountability for diversity, colleague diversity, and organizational ideology directed liberals toward greater engagement in self, relational, and organizational work, respectively. As hypothesized, more liberal-leaning employees reported higher engagement in organizational ally work in more ideologically liberal organizations. However, the hypothesized effects of personal accountability were not supported. Notably, personal accountability had a positive effect on self ally work among more conservative-leaning employees. The moderating effects of colleague diversity were also mixed across studies. Highlighting both the plurality and politics of ally work, we discuss theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

Employee awards programs are prevalent in organizations. This research examines a group of employees who have received relatively less attention in the employee awards literature: those who are nominated for but fail to receive an award. Integrating social comparison theory with the functional theory of counterfactual thinking, we argue that nonwinner nominees go through complex motivational states and affective experiences, which influence their collaboration responsiveness to colleagues. We conducted a field quasi-experiment using 160,830 collaboration records of 494 employees over eight months (Study 1) and a multisource study using survey data and 34,911 collaborative records of 598 employees over two months (Study 2). The results revealed that, compared to non-nominees, nonwinner nominees have lower collaboration responsiveness to winners following the award announcement, especially when they have a higher structural proximity to winners. However, in the long run, nonwinner nominees have higher collaboration responsiveness to others in general. Furthermore, being nominated for but failing to receive an award simultaneously induces nonwinner nominees to experience higher causal-inference counterfactual thinking and negative affect, which exert opposing impacts on nonwinner nominees' collaboration responsiveness. This research advances the understanding of the impact, influencing mechanisms, boundary conditions, and temporal dynamics of employee awards on workplace collaboration. [ABSTRACT FROM AUTHOR]

Employer Wage Subsidy Caps and Part-Time Work. I See i Kelly, Erin L. Yang, Duanyi, Erin L. Kelly, Laura D. Kubzansky, and Lisa Berkman. I See i Kelly, Erin L. Wright, Chris F. I See i Arnholtz, Jens. Schatz, Ronald W. I The Labor Board Crew: Remaking Worker-Employer Relations from Pearl Harbor to the Reagan Era. i Reviewed by Joseph A. McCartin. Employer Wage Subsidy Caps and Part-Time Work. [Extracted from the article]

This article investigates the relationship between the share of assets held by institutional investors relative to GDP and a synthetic index of union bargaining power in 20 OECD countries from 1980 to 2017. Findings from the use of fixed-effects OLS and instrumental variables regressions show that the share of assets held by institutional investors, especially insurance companies and pension funds, is correlated with a decline in union bargaining power. The authors argue that by contributing to significant changes in corporate strategies and governance through potential effects on jobs and wages, institutional investors in most OECD countries may have weakened the influence of trade unions, thereby leading to a higher decentralization of wage bargaining. Mixed evidence is found, however, when investigating the role of complementarity across institutions to explain cross-country heterogeneity. [ABSTRACT FROM AUTHOR]

"Stitching Governance for Labour Rights: Towards Transnational Industrial Democracy?" by Juliane Reinecke and Jimmy Donaghey explores the problem of democratizing transnational supply chain governance. The authors argue that private regulation systems in developing countries marginalize worker voice, and propose a new paradigm informed by industrial democracy principles. The book focuses on the garment industry in Bangladesh, where the authors conducted interviews and observations to gather data. The authors analyze the power dynamics in supply chains, examine the role of unions and NGOs, and compare the governance structures of the Accord and the Alliance. They conclude that the Accord and JETI initiatives represent promising forms of democratic governance, but further progress depends on broadening the coalition of progressive forces. Overall, the book offers valuable insights into institutional processes that both facilitate and resist worker representation in transnational supply chains. [Extracted from the article]

"A Racial Reckoning in Industrial Relations: Storytelling as Revolution from Within" is a book that challenges the systemic bias in industrial relations (IR) scholarship and calls for a rethinking of how race is addressed in the field. The collection of essays highlights the contributions of scholars of color that have been historically erased from the IR canon and emphasizes the need to center race and racial oppression in the development of critical IR theory. The book draws inspiration from the Black Lives Matter movement and the COVID-19 pandemic to examine the racial dynamics in the workplace and advocates for the adoption of theoretical resources from Critical Race Theory (CRT) to reshape IR knowledge. It also emphasizes the importance of narrative strategies and giving voice to marginalized groups in understanding systems of labor relations rooted in sexism and racism. While the collection primarily focuses on US experiences and theorizations, it suggests the need for a broader reckoning in racialized IR landscapes across global, national, and local contexts. Overall, the book provides concrete strategies and ideas for incorporating critical race perspectives into IR research, pedagogical practice, and engagement in labor relations. [Extracted from the article]

Despite its political and strategic importance, the Middle East and North Africa (MENA) region has been largely absent from cross-regional comparative treatments of industrial and labor relations. This special issue builds on a rich, multidisciplinary, and methodologically diverse body of research on labor and employment in the MENA, bringing together a collection of cutting-edge work in this field. The goal is to bring the study of the MENA into conversation with international and comparative scholarship on industrial and labor relations and to encourage more systematic inclusion of the MENA in comparative work. Drawing on research on Egypt, Jordan, Morocco, Tunisia, Israel, and the Gulf states, contributors to this special issue advance comparative scholarship on migration, labor market outcomes, worker agency, and the relationship between unions and precarious workers. This introductory essay situates these contributions in the context of three bodies of research in the study of labor in the MENA: resistance and contentious activism, labor market challenges, and migration. [ABSTRACT FROM AUTHOR]

Drawing on a qualitative analysis of a group of mobilized precarious workers in Tunisia's public sector, the author asks how workers' collective actions are shaped by and, at the same time, can act upon labor unions' responses to them. Findings suggest that unions can enable and simultaneously constrain precarious workers' collective actions. More important, workers learn from their interactions with the union, and this learning process can contribute to innovations in workers' mobilizing structure and repertoire of actions. The Tunisian case contributes to the debate on the relationship between precarious workers and institutionalized actors as well as to the study of mobilized precarious workers by elucidating the ways in which the workers' embedded and innovative agency plays out within and beyond a well-established labor union. [ABSTRACT FROM AUTHOR]

Based on a case study of non-citizen Palestinian workers in the Israeli construction sector, this article explores the dynamic relationship between the exclusionary imperative of ethnonationalism and the inclusionary imperative of neoliberalism. The authors argue that these imperatives together constitute a heuristically useful framework that can help to explain the choices of social actors and the constraints on these choices, as well as the apparently contradictory developments that affect industrial relations institutions and the employment relationship more broadly. While neoliberalism generally weakens organized labor, the study shows how the dynamic between these two imperatives can open space for the inclusion of disenfranchised ethnonational groups within collective labor relations—a first step to political empowerment. The study thus re-asserts the importance of organized labor as a powerful actor able to engender progressive change, even for the "ethnonational other" under rigidly ethnonationalistic regimes. [ABSTRACT FROM AUTHOR]

Fit plays a key role in organizational entry decisions. However, selecting staff based on their anticipated fit is vulnerable to bias, potentially leading to inequality, stratification, and polarization. First, we focus on person–organization fit and critically examine arguments for and against the hegemonic perspective that selecting for person–organization fit is an effective, responsible, and ethically appropriate approach. This is a controversial subject with bifurcated positions. On the one hand, there should be benefits for employers and employees, such as increased performance, productivity, motivation, and engagement. On the other hand, there are some potentially major downsides, such as subjective bias, reduced diversity, and fears that greater homogeneity will bring about organizational dysfunction. We reveal that two forms of fit, organizational fit and interpersonal fit, have been conflated, and recommend disaggregating them. Second, we critically examine person–job fit and demonstrate that it too has both positive and negative sides. We produce a consolidated version of these different elements of "selecting for fit" that integrates the various literatures and informs policy. We advance five practical recommendations to improve the use of fit in personnel selection that help to realize its inclusive promise and minimize its deleterious effects. [ABSTRACT FROM AUTHOR]

We systematically reviewed quantitative studies of phenomena at the nexus of Human Resource Management (HRM) and interpersonal relationships. We report on the overall prevalence and trends in research methods relating to construct, internal, external, and statistical conclusion validity. The review draws attention to areas of emphasis (positive relationships, instrumental ties, nonnetwork structures, employee respondents, samples drawn from Asia, HR perceptions). We also identify a growing emphasis on particularly desirable approaches to examining relational HRM (a more balanced consideration of positive and negative relationships, studies that examine more than one HR practice, multilevel analyses). Together, the identified areas of emphasis, gaps, and associated trends, inform our elucidation of research directions around 15 specific work relationships—along with more general directions for better accounting for dynamic, multilevel, measurement, and analytical considerations central to HRM and interpersonal relationships. [ABSTRACT FROM AUTHOR]

Research indicates that relationship‐oriented HR practices can increase organizational knowledge, yet we know little about the effects of relationship‐oriented HR practices on employee knowledge management behaviors. Drawing from affective events theory, we examine the indirect effect of participation in one type of relationship‐oriented HR practice (i.e., organizational social activities) on three knowledge management behaviors (i.e., knowledge sharing, knowledge hiding, and knowledge manipulating) via positive affect, as well as the conditional indirect effect of intrinsic motivation for organizational social activities on these relationships. Utilizing a time‐separated field study (n = 163), our analysis reveals positive affect fully mediates the relationship between participation in organizational social activities and (a) knowledge sharing and (b) knowledge hiding, and partially mediates the relationship between participation in organizational social activities, and (c) knowledge manipulating. Most interestingly, we unexpectedly found a positive direct effect of participation in organizational social activities on knowledge manipulation, even though the indirect effect via positive affect was negative. The results also indicate that, for individuals with high intrinsic motivation for social activities, there is a significant indirect effect of participation in organizational social activities on all three knowledge management behaviors. [ABSTRACT FROM AUTHOR]

This study examines the relationship between sustainability and employee perceptions of Human Capital Management (HCM) practices in Cebu City's Business Process Outsourcing (BPO) industry. The participation of 370 different BPO companies at Cebu I. T. Park indicates their dedication to HCM and highlights areas that require improvement, particularly in labor relations and HRIS deployment. Employee evaluations are influenced by demographic factors such as age, gender, and educational attainment. Suggestions for improvement include implementing employee development plans, streamlining the HRIS, strengthening due process, integrating sustainability into HCM practices, and personalizing strategies based on demographics. To foster adaptable workplaces and keep pace with the changing BPO landscape, it is strongly advised to employ continuous monitoring and feedback mechanisms. [ABSTRACT FROM AUTHOR]

Many studies suggest that employees of social enterprises experience greater job satisfaction than employees of for‐profit organizations, although their pay and employment contracts are usually less favorable. Based on linked employer–employee data from a French survey on employment characteristics and industrial relations and using a decomposition method developed by Gelbach (2016), this paper aims to explain this somewhat paradoxical result. Focusing on work organization variables, we show that the specific work organization of social enterprises explains a large part of the observed job satisfaction differential both in general and more specifically, in terms of satisfaction with access to training and working conditions. By detailing the components of work organization, the higher job satisfaction reported by employees in social enterprises stems from their greater autonomy and better access to information. In contrast to earlier studies, however, our results show that these work organization variables do not have more value for social enterprise employees than for for‐profit organization employees in the case of overall job satisfaction. This result casts doubt on the widespread hypothesis that social enterprise employees attach more weight to the nonmonetary advantages of their work than their counterparts in for‐profit organizations. [ABSTRACT FROM AUTHOR]

Workplace investigations are increasingly being used in Norwegian workplaces in both public and private sectors to investigate allegations of misconduct, harassment, blameworthy conditions, and other breaches of the Norwegian Working Environment Act. Workplace investigations are often triggered by complaints submitted through internal organizational whistleblowing and 'speak up' systems. With the EU Whistleblower Directive, ISO 37002:2021 Whistleblowing Management Systems – Guidelines and the ISO/AWI TS 37008 Internal Investigations in Organizations under development, we witness further standardization of whistleblowing systems and investigative procedures within organizations. And yet, these systems have so far received little critical attention. Our in-depth qualitative analysis of 22 such cases within standard employment relationships, informed by extensive literature review, secondary data and case files, has revealed that workplace investigations escalated conflicts, negatively affecting whistleblowers, trade union representatives, safety representatives, and other critical and dissenting voices, and that these systems leave little room for trade union representatives, co-determination or collective approaches to conflict resolution. We argue that this cannot be merely attributed to botched or biased investigations that have failed to follow 'best practice' guidelines. Instead, these are by default inquisitorial processes: the employer funds the investigation, creates the mandate and acts as prosecutor, police and judge in one. We analyse these methods and their epistemic power in light of the increasing privatization and pluralization of policing within the context of regulatory capitalism and the 'criminalization' of compliance, arguing that such methods are an expression of larger phenomena that lead to the progressive hollowing out of co-determination and workplace democracy and justice, in Norway and likely elsewhere. [ABSTRACT FROM AUTHOR]

Seven of the top ten leading causes of death in the United States are due to chronic diseases and treating these accounts for 86 percent of our nation's health care costs. The workplace offers an environment to implement chronic disease prevention strategies, such as worksite wellness programs, due to the large amount of time spent at the worksite daily by employees. As a result of COVID-19, many organizations began to change their workdays (i.e., working from home). This research sought to understand what, if any, implications the COVID-19 epidemic had on worksite wellness programming. Semistructured interviews were employed and recorded via Zoom conferencing to gather qualitative data. Four themes were identified: (a) relationship building among remote employees, (b) creativity in how to carry out program components, (c) increased physical activity and work-life balance, and (d) increased knowledge of health issues and mental health resources. Both challenges and successes were reported within themes. The main finding from this research indicates a mostly positive experience for worksite wellness programs during the COVID-19 epidemic. Many organizations have continued nontraditional work environments and the lessons learned from this study can both encourage and provide ideas for how to create and continue a worksite wellness program outside of the normal face-to-face working environment. [ABSTRACT FROM AUTHOR]

Although researchers have devoted great effort to explore the antecedents of altruistic behaviours (a type of organisational citizenship behaviours), the important role of technical factors (social media) remains unclear. Drawing on social comparison and organisational support theory, this study explored how social media affordances influence employees' altruistic behaviours from both positive and negative perspectives. In this study, 302 employees from organisations in China were surveyed. We found that social media affordances could facilitate employees' perceived organisational support and social comparison of ability. Perceived organisational support positively mediated the relationship between social media affordances and altruistic behaviours. Although the evidence did not support the notion that social comparison of ability could directly dampen altruistic behaviours, a post-hoc analysis found that it could dampen the positive impact of perceived organisational support on developing altruistic behaviours. This study expanded previous research focusing on only positive or negative effects of social media use in the workplace by investigating the dual effects and the interaction effect in between. Here, we discuss the results and provide practical guidance for managers and organisations. [ABSTRACT FROM AUTHOR]

We examined how potential job candidates react to a hiring organization that requests diversity, equity and inclusion (DEI) statements, which conservatives in the United States and elsewhere have criticized as being unrelated to job function and inappropriately political or ideological. Across three studies (two of which were pre‐registered), we compared reactions to requests for DEI (vs. teamwork or conservative values) statements as a function of race (Black vs. White), political conservatism and symbolic racism (Total N = 1108). When a DEI (vs. teamwork or politically conservative values) statement was requested, participants who were more (vs. less) conservative perceived the organization as less just, expressed less interest in the job, and expected poorer person‐organization fit, even when a job‐related rationale was provided. Further, participants who were more (vs. less) conservative evaluated a request for a statement consistent with conservative values more favourably. Thus, criticisms that DEI statements are overly political are not applied to other statements that might elicit similar concerns. Moreover, an internal meta‐analysis suggested that the relationships of conservatism to justice and interest (but not person‐organization fit) in response to requests for DEI (vs. teamwork) statements were not independent of racism. Findings were consistent with social dominance theory; racism may underlie seemingly race‐neutral backlash to DEI statements. [ABSTRACT FROM AUTHOR]