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Dear colleagues (apologies for cross-posting),
Please see below details on the new issue of Human Resource Management Journal (HRMJ). You will also note the current call for papers for a special issue on ‘employers organizations and employer collective action’.
Warm regards,
Anthony McDonnell, Dora Scholarios & Adrian Wilkinson
Editors in Chief, Human Resource Management Journal (HRMJ)
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HUMAN RESOURCE MANAGEMENT JOURNAL
(WILEY)
Impact Factor
2-year IF – 1.860 - Ranked: 2/27 in Industrial Relations & Labor and 51/18
in Management
5-year IF – 2.738
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CALL FOR PAPERS
Special Issues - Employers’ Organizations and Employer Collective Action
Guest Editors:Edmund Heery and Marco Hauptmeier
Submission deadline:16 December 2016
See
full details of the Call for Papers here
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A new Special issue of the
Human Resource Management Journal is available online here: April 2016, Volume 26, Issue 2
− we hope you enjoy reading these articles.
Understanding Mediating Variables & Their Outcomes
SPECIAL ISSUE PAPERS
Peter Boxall, James P. Guthrie and Jaap Paauwe
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12104
James Chowhan
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12097
The links between HRM practices and organizational performance have received considerable research
attention as significant contributors to sustained competitive advantage. However, the processes that link HRM practices and organizational performance are not fully understood. This study examines the relationships between skill-enhancing, motivation-enhancing
and opportunity-enhancing bundles of practices, innovation and organizational performance, and looks at the mediating effect of innovation over time at the workplace level. The results indicate that the temporal pathway from skill-enhancing practices to innovation
to organizational performance is positive and significant even after controlling for reverse causality. Strategic activity is also explored and is found to be a significant moderator. This is an indication of the importance of aligning strategy with HRM practices
and innovation to achieve improved organizational performance outcomes.
Carol Flinchbaugh, Pingshu Li, Matthew T. Luth and Clint Chadwick
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12098
To assess potential boundary conditions in the relationship between HRM systems and team service
quality, we examined both collective and individual-level capabilities as underlying mechanisms between team-level high involvement work practices (HIWPs) and team service quality. Using multi-level modelling with a sample of 397 employees in 25 work teams
from five service organisations, we found that team HIWPs enhanced knowledge sharing, leading to improved team service climate. Moreover, the presence of individual perspective taking moderated the mediating effect of knowledge sharing such that perspective
taking enhanced service climate beyond the value of team HIWPs. The results contribute to the HRM literature by examining the multi-level social and environmental influences on individual learning conceptualised in social cognitive theory, to identify the
value of individual capabilities as moderators to knowledge sharing in the link between team HRM systems and service climate.
Tatiana Andreeva and Anastasia Sergeeva
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12100
This article examines how individual-level antecedents such as motivation and ability to share
knowledge mediate the relationship between HR practices and knowledge-sharing behaviour. The results of a survey of 329 secondary school teachers reveal the contradictory effects of different HR practices on the mediating roles of intrinsic and extrinsic motivation
to share knowledge and subsequent knowledge-sharing behaviour of teachers. The study demonstrates that opportunity-enhancing HR practices act as a moderating condition that activates either intrinsic or extrinsic motivation to share knowledge and may completely
offset the effect of motivation-enhancing HR practices. The study makes a distinctive contribution by demonstrating how certain combinations of HR practices aimed to enhance knowledge sharing might in fact be a costly solution for organisations, as they activate
different mediating mechanisms in the HRM–knowledge-sharing behaviour link.
Amanda Shantz, Lilith Arevshatian, Kerstin Alfes and Catherine Bailey
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12096
Although some research suggests that perceptions of HRM practices are associated with lower levels
of employee well-being, other research shows just the opposite. In the present study, we attempt to reconcile these discrepant findings by incorporating the role of HRM attributions. Our model posits that when employees perceive that their organisation's HRM
practices are intended to improve their job performance, they experience higher levels of job involvement, which leads to lower levels of emotional exhaustion. Conversely, when employees believe that their organisation's HRM practices are intended to reduce
organisational costs, they experience work overload, which translates into higher levels of emotional exhaustion. Parallel mediation analyses of survey data collected from employees of a construction and consultancy organisation at two time periods (n = 180)
supported this theoretical model.
Karina Van De Voorde, Monique Veld and Marc Van Veldhoven
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12099
Integrating the strategic HRM literature with key aspects of the job demands-resources (JDR) model,
we propose in this study that empowerment-focused HRM and labour productivity influence work engagement of employees by shaping task-related resources and demands. A total of 311 employees nested within 46 work units of a general hospital rated their task-related
resources, demands and work engagement. The line managers from these work units rated the implemented empowerment-focused HR practices in, and the relative labour productivity of, their work unit. Results indicate that job variety positively mediates the influence
of empowerment-focused HRM on work engagement. In addition, job demands negatively mediate the influence of labour productivity on work engagement. The findings shed light on the way empowerment-focused HRM and labour productivity influence work engagement
and highlight the importance of taking into account key aspects of the JDR model (job demands and resources for employees during work) as mediating mechanisms.
Margaret Heffernan and Tony Dundon
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12095
In this cross-level study, we examine the mediating influence of employee perceptions of the fairness
of human resource practices associated with the high-performance work systems model. Data were collected from 187 employees in three companies in Ireland. Using cross-level analyses, employee perceptions of distributive, procedural and interactional justice
were found to mediate the relationship between high-performance work systems and job satisfaction, affective commitment and work pressure. The findings also point to a ‘management by stress’ HPWS relationship, suggesting diminished employee well-being, less
satisfaction and lower commitment. The research adds to our understanding of the mechanisms through which human resource practices influence employee outcomes and contributes to debates that move beyond the polemic high versus low employee well-being debates
of HRM. The discussion reviews the theoretical and practical implications of these results.
OBITUARY
Professor
Tom Redman: Obituary
Ed Snape and Greg J. Bamber
Article first published online: 6 APR 2016 | DOI: 10.1111/1748-8583.12105