Abstract

This conceptual paper theorizes the emerging concept of personalized human resource management (HRM), which refers to HRM programs and practices that vary across individuals within an organization. As a subset of high-performance work practices (HPWPs), personalized HRM is implemented at the individual level and represents the next generation of HRM, which is characterized by the adoption of advanced HR analytics and artificial intelligence (AI) to provide tailored HR solutions. We argue that personalized HRM constitutes a unique source of sustained firm competitive advantage and offers additional beneficial performance effects on top of other HPWPs. Drawing on the theories of individual differences and person-organization fit, we explain why personalized HRM outperforms traditional standardized HRM in terms of productivity, favorable HR climate, flexibility, return on investment of HRM, and firm financial performance. We also suggest that business strategy is a moderator of the relationship between HRM and firm performance. Building on the AI job replacement theory, we further propose that the mechanical and analytical intelligence (intuitive and empathetic intelligence) required for personalized HRM tasks is positively (negatively) related to the adoption of AI. Lastly, we elaborate on the implications and explain how advanced HR analytics and AI can facilitate the transition toward personalized HRM.

A conceptual framework of personalized HRM

Strategic HRM refers to “the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Wright & McMahan, 1992). Most of the previous research on strategic HRM has focused on the differences in HRM across different organizations, whereas personalized HRM centers on the differences in HRM within organizations.

Several seminal studies have explored the variations in HRM within organizations. Pearce, Tsui, Porter, and Hite (1995) showed that multiple types of employment modes can exist within firms. Lepak and Snell (1999) further developed the concept of HR architecture to capture four employment codes, employment relationships, and HR configurations that are based on the value and uniqueness of human capital. Previous research on strategic HRM differentiation (Becker & Huselid, 2006; Huselid & Becker, 2011; Zhou, Zhang, & Liu, 2012) has suggested that HRM practices are not always applied consistently to all groups of employees and that such a differentiation in the application of HRM may lead to the differences noted in HRM quality across organizations.

Conclusion

While companies, such as FANG, use personalization to attract and retain customers, and more and more organizations are introducing personalized HRM to better attract, develop, and retain their best employees. Personalized HRM represents the next generation of HRM, which is characterized by the adoption of advanced HR analytics and AI to optimize the quality of HRM as well as its ROI. Altogether, this paper advances the strategic HRM literature by providing a conceptual framework of personalized HRM and discussing its theoretical and managerial implications. We have introduced a two-level causal conceptual framework explaining the causal mechanisms that link personalized HRM and firm financial performance. Building on the theories of individual differences and person-organization fit, we have proposed and explained why personalized HRM outperforms traditional HRM approaches in terms of enhancing employee ability and motivation, productivity, HR climate, flexibility, the ROI of HRM, and consequently, the firm’s financial performance. We have argued that personalized HRM conveys a unique and sustained competitive advantage for organizations by offering the positive effects of additional beneficial performance on top of the positive impacts of HPWPs. Lastly, we have discussed the theoretical and managerial implications and outlined how HR analytics and AI can be used in developing and maintaining a personalized HRM system. Thus, this conceptual paper provides the basis for future empirical studies on personalized HRM.

1- Introduction

2- Literature review and theoretical framework

3- Methodology

4- Findings

5- Discussion and conclusions

6- Contributions, limitations, and avenues for future research

References

Abstract

Little attention has been given to the role of interpersonal relationships in building the leadership skills of next-generation successors, with most literature focusing on the development of their business and technical skills. Drawing on Leader-Member Exchange (LMX) theory, we qualitatively explore how high-quality relationships develop between next-generation leaders and family and non-family stakeholders and how they impact leadership development. Findings from interviews with 24 next-generation leaders of family businesses in India show that high-quality relationships develop through mutual respect, trust, early affiliation with the business, mentoring, and mutual obligation. By exploring how high-quality relationships develop between next-generation family business leaders and family and non-family stakeholders, we contribute to a finer-grained understanding of successful intergenerational succession in family businesses. We also contribute to LMX theory by considering networks of relationships (and not just dyadic relationships) and by identifying two antecedents that are specific to family businesses (early affiliation with the business and mentoring) to the previously identified ones (trust, mutual respect, and mutual obligation).

Introduction

The effect of intergenerational succession on family business survival and performance has historically spawned much debate in extant literature (e.g., Calabrò, Minichilli, Daniele, & Brogi, 2018; Daspit, Holt, Chrisman, & Long, 2016). For every study outlining the benefits of succession for family firms’ prosperity across generations (Royer, Simons, Boyd, & Rafferty, 2008), there are others showing that family firms underperform with family leadership beyond the founding generation (Bennedsen, Nielsen, Perez-Gonzalez, & Wolfenzon, 2007; Chittoor & Das, 2007) or even disappear (Le Breton-Miller & Miller, 2015). A plausible cause is that next-generation successors are not always adequately prepared to assume the leadership role, making leadership development of the successor one of the critical determinants of family firm sustainability across generations (Daspit et al., 2016; Kansal, 2012; Sharma, Chrisman, & Gersick, 2012). Previous literature has traditionally focused on the development of the business and technical skills of successors (Deans, Oakley, James, & Wrigley, 2006; Dhaenens, Marler, Vardaman, & Chrisman, 2017; Ferris et al., 2009), with gradual expansion to investigating the role of high-quality relationships in developing leadership of next-generation family members (Sharma et al., 2012). Particularly, developing high-quality relationships between the successor and various stakeholders in the family business has been intricately linked with preparing next-generation successors to succeed in their leadership role (Bika, Rosa, & Karakas, 2019; Le Breton-Miller, Miller, & Steier, 2004; Mokhber et al., 2017). For example, Raaja Kanwar, Vice Chairman and Managing Director of Apollo International Limited – a family business operating in India – attributes a large part of his success as a leader to the high-quality relationships he built with his father and with other family and non-family stakeholders who provided much needed guidance and support when he assumed the leadership role (PwC, 2019).

1- Introduction

2- Review of the literature

3- Methodology

4- Results

5- Discussion and conclusions

References

Abstract

Radical innovation is crucial for a firm’s success, and organisations should promote it. Prior research has argued that human capital is essential for a company’s innovation. However, the direct and indirect effects of Human Resource Management (HRM) on radical innovation have not yet been determined. Therefore, the present paper aims to explore the direct impact of HRM on radical innovation with a content approach and a process approach. It will also examine the mediating effect that learning through an exploration process has on HRM and radical innovation. Using data from 200 medium-sized Spanish industrial firms, our results demonstrate that Strategic Human Resource Management (SHRM) has a positive and direct effect on radical innovation. We also find that an HRM system directed toward change and creativity and SHRM positively support the process of exploration learning, and that competence exploration has a favourable impact on radical innovation. These results indicate that competence exploration mediates the effect HRM systems and SHRM have on radical innovation.

Introduction

In today’s increasingly uncertain, changing and complex markets, firms have to possess critical factors that enable them to create value and obtain a competitive edge (Bhatnagar, 2012; Hecker & Ganter, 2013). This idea has gained support in recent years due to the global economic crisis and consequent recession (Hausman & Johnston, 2014). As key factors in the competitiveness of firms, innovativeness (Caia, Chenb, Chena, & Bruton, 2017; Cegarra-Navarro, Reverte, Gomez-Melero,
& Wensley, 2016; Khosravi, Newton, & Rezvani, 2019; Volberda, Van Den Bosch, & Heij, 2013; Zhang, Zhao, Voss, & Zhu, 2016) and human capital (Collins & Clark, 2003; Jiang, Wang, & Zhao, 2012; Renkema, Meijerink, & Bondarouk, 2017; Sozen, Varoglu, Yeloglu, & Basim, 2015) stand out. Innovativeness refers to firms’ capacity to innovate; that is, the capacity to create new products, services, markets or processes and/or to improve existing ones (Wang & Ahmed, 2004). Innovation includes any new practice added to firms, including equipment, products, processes, policies and projects (Damanpour, 1991). Human capital also bestows value on a firm and includes a series of characteristics which make it valuable, scarce, difficult to imitate and impossible to substitute; all of which mean that it has a strategic role to play within the organisation according to the resource-based view (RBV) (Barney, 1991; Huselid, 1995; Jiang et al., 2012; Renkema et al., 2017). Due to the great importance of innovativeness and human capital, special attention has been given to the impact that HRM can have on firms’ innovative performance (Ardito, Petruzzelli, & Albino, 2015). In the studies that relate human capital and innovation, it is assumed that employees play a key role in innovation since workers’ learning processes are essential in order to acquire the knowledge, skills and experience necessary for innovation to occur (Collins & Clark, 2003; Gebauer, Worch, & Truffer, 2012; Wright, Dunford, & Snell, 2001). One way to stimulate learning is through HRM because it plays a central role in orientating the behaviour of employees and can boost positive attitudes toward learning (Kang & Snell, 2009; Lopez-Cabrales, Real, & Valle, 2011).

1- Introduction

2- Method

3- Discussion

4- Conclusion

References

Abstract

Recruitment and retention of low-income African Americans in clinical trials is challenging. This paper reports recruitment and retention strategies that yielded high rates for both in a clinical trial pilot to improve hypertension self-management among low-income African Americans. The study successfully recruited 96.7% (59 of 61 participants) within a seven month period. Retention rates for the 1, 3, and 6-month post-baseline assessment visits were 91.5%, 88.1%, and 83.1%, respectively. Recruitment and retention strategies include two grounded in previous literature: a culturally sensitive and diverse research team and use of incentives. Four additional strategies were developed for this study to meet the needs of the study site and participants, which included: study site collaboration; ongoing communications; responding to the clinical environment; and addressing participants’ health literacy levels. A discussion of key recruitment and retention strategies and suggestions for future studies focused on low-income African American participants ensues.

Introduction

Effective recruitment and retention strategies are essential to the overall success of clinical trials. Low recruitment and high attrition rates result in inequitable distribution of research risks and benefits and undermine the trial results [1]. Despite the well-established finding that health disparities in minority populations persist, minorities are underrepresented in health research. This creates barriers to meaningful research as it reduces analytic sample sizes, statistical power, generalizability, and consequently the validity of overall study outcomes. This negatively affects the validity of research and undermines the collection of evidence for eliminating health disparities [2–4]. Recruitment and retention of African American participants are major challenges in research. They are particularly daunting challenges for follow-up assessment monitoring behavior change [1,3,5]. Low levels of participation by minorities are often attributed to a lack of trust in researchers because of historical breeches of ethical research conduct [2,3]. Research exploring interventions designed to reduce the health disparities of hypertension and other chronic illnesses in low-income African Americans is needed [6]. Among all race/ethnicity subgroups in the US, African Americans have the highest hypertension prevalence (58.6% among men and 56.0% among women), which, when compared to the prevalence among whites (48.2% among men and 41.3% among women) [7], is a major disparity. There is a need to explore culturally appropriate strategies to improve recruitment and retention successes with African Americans. This would provide a stronger foundation for designing interventions that eradicate health disparities in hypertension for low-income African Americans [2,3,8]. Literature on promoting hypertension self-management in lowincome African Americans is scarce and lacks critical information on recruitment and retention strategies. In a thorough review of papers examining this, we found only a few intervention studies with hypertensive low-income African-Americans adults and all indicated recruitment and retention challenges [9–12]. We found one study specifically on hypertensive low-income African-Americans adults [13]. Although the study reported a high retention rate (100%) over 8 weeks, the strategies used were not described. Other studies reported recruitment and retention strategies designed to enhance participation of African Americans of all incomes in clinical trials on chronic diseases other than hypertension [8,14–16]. Strategies included benefits to participation, convenience of participation, safety assurances, and trust.

1- Introduction and theoretical background

2- Methodology

3- Analysis and discussion

4- Conclusion

References

Abstract

The manufacturing industry is still a significant economic sector and organizations try to make it attractive enough for their workforce, e.g. by motivating organizational culture. The aim of the paper is to present the results of a survey of organizational culture and its motivational potential in manufacturing organizations supporting sustainable manufacturing. Empirical exploration is based on Cartwright’s Nine Factors Methodology. The findings show that, generally, the subculture of the production workers has lower motivational potential than the subculture of non-production workers. At the same time production workers’ motivational potential decreases even more with the increasing length of service in the organization.

Introduction

and theoretical background The differences among social groups in terms of their behaviours and habits as well as underlying values have been recognised over time. Many times, the bigger groups are recognised as consisting of smaller ones with whom they exercise common values, but some are distinctive. For instance, in the past, they were hedonists when compared with stoics even thought they were perceived as in-group members of Greek philosophers, or Catholics and Protestants considered to be Christians. On the one hand, all those in-group members represent common values, beliefs or norms. On the other hand, in specific characteristics, typical of subcultures (members of smaller groups), they differ from each other. Similar analogy can be applied in many examples from various ways of life where individuals are members of various cultures and subcultures at the same time. One of the contexts with numerous subcultures is typical of the members’ interactions in working settings. Almost any organisation is far from being homogeneous, but consists of specific groups of employees [1]. An individual (employee) as part of the organisation’s culture is simultaneously part of a subculture, even of several subcultures. The subcultures stem from social, organisational, and individual characteristics of the employees [2]. Black [3] argues that, in such a case, they may embody occupational subcultures (e. g., traders, accountants, lawyers) and departmental subcultures (professionals located at different offices or with different product responsibilities). Schein [4] introduces the categorisation with regard to the executed assignments, similar experiences or the location within the organisational hierarchy.

1- INTRODUCTION

2- METHOD

3- RESULTS

REFERENCES

Abstract

Unethical pro‐organizational behaviors (UPB) are actions that break rules or estab‐ lished standards, but are undertaken for the purposes of helping the organization or coworkers. Although research has already examined the role of work ethic and or‐ ganizational commitment in shaping employee behaviors, little is known about the reason for and antecedents of employees undertaking UPB. In a sample of 425 work‐ ing adults from multiple industries, we tested whether work ethic and organizational commitment dimensions predict the readiness to undertake UPB. The time‐lagged study showed that the work ethics dimension “hard work,” and normative and affec‐ tive organizational commitment, are positive predictors of UPB. The ethics dimen‐ sions “morality/ethics,” “delay of gratification,” “centrality of work” and “anti‐leisure attitudes” are negative predictors of UPB.

INTRODUCTION

A growing number of studies show increasing scholarly interest in the concept of unethical pro‐organizational behavior (UPB) (Tsiavia, 2016), since the first publication of the original article by Umphress, Bingham, and Mitchell (2010). Because it is common and costly for organizations, the subject is of interest to practitioners and schol‐ ars alike (Matherne, III & Litchfield, 2012). To date, there is empiri‐ cal evidence that confirms relations between UPB and identification with the leader or organization (Effelsberg, Solga, & Gurt, 2014; Kong, 2016). Yet, there is a gap between work ethic (Weber, 1958) and organizational commitment (Meyer & Allen, 1991) and the study of UPB. The present research fills this gap and provides new evi‐ dence on the antecedents of UPBs. Recently, much attention has been paid to unethical behaviors that are not addressed to harm an organization or coworkers, but to benefit them. Thus, an interesting question is why workers who are good, loyal, and strongly identified with the organization, decide to break the rules and moral standards? Therefore, the present study investigated relations between work ethic dimensions and organiza‐ tional commitment, and employee willingness to undertake unethi‐ cal behaviors. Specifically, we ask two research questions. First, do the dimensions of work ethic and organizational commitment predict individual’s willingness to engage in UPB? And if so, to what extent is each dimension a predictor. Second, is work ethic or commitment a stronger predictor of UPB?

1- Prelude

2- Rationale of the study

3- Related review of literature

4- Research gaps

5- Research objectives

6- Research methodology

7- Data analysis and interpretations

8- Findings and discussion

9- Managerial implications

10- Limitations of the study and further scope of research

11- Conclusion

References

Abstract

Purpose – Today, the employees stand firm as an integral part of the organization and are a precious asset. They are willing to learn, accept challenges and strive hard to deliver their level best. The role of the employees has become pronounced and significant, and it is no more conventional. They are now taking up responsibilities in strategic planning and development of the organization. Thus, HR department plays a profuse role in planning for the human resource of the firm to optimize the utilization of their potentials that would help support and meet the business as well as strategic goal of the firm. These HR planning programs ensure managing people within a planned framework and make them develop their performance that becomes a source of sustained competitive advantage for the firm. The paper aims to discuss these issues.
Design/methodology/approach – A descriptive research has been conducted with cross-sectional survey through a formalized questionnaire. Multistage sampling has been used in the study. Primary data have been collected from different manufacturing industries of India. Exploratory factor analysis and confirmatory factor analysis have been conducted on the hypothesized research model. Structural equation modeling has been done to specify the relation between the measured and latent variables.
Findings – The HR planning programs, namely, staffing plan and succession plan, yield a better result in addressing the strategic goal of the company. Succession plan, staffing plan and talent management strategies augment the efficacious performance of the firm. Effectual performance aids in gaining a competitive advantage for the firm in a substantial way. Job analysis and design have no impact in achieving the strategic intent of the organization.
Originality/value – The study gives a comprehensive scenario of the HR planning programs that can help the organization to meet and uphold their strategic goals. The study provides a model that can solidify and bind the organization toward securing organizational intent and leading a steadfast business process in this dynamic competitive marketplace.

Prelude

Globalization of business has resulted in a greater mobilization of human resources. This phenomenon has lead to effective management of human resources across the organization. In recent times, HR department plays a significant role in effectual utilization of its human resources, thereby attaining the desired organizational objectives. The different human resource management functions today have brought the people and organization together, improving productivity as well as creativity, and have facilitated value creation. Thus, HRM is proactive and its practices forms an inherent part of business strategy planning. Human resource planning (HRP) is one of such practices that help in forecasting and assessing the manpower requirement in an organization, aim at balancing demand and supply, allocation and reallocation of manpower, anticipate human resource problems and plan for the requisite programs so that the future need of manpower is met efficaciously (Bhattacharya, 2012). HRP is no longer an option; it is imperative and has an exigent demand in any organization for its sustained growth and existence (Aswathappa and Dash, 2008).

Introduction

Literature review

Discussion

Conclusion and future research

References

Abstract

Purpose – Despite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.
Design/methodology/approach – This paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.
Findings – This study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.
Originality/value – The paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

Introduction

Twenty-first century organisations are competing over the efficiency and utilisation of their workforce. Moreover, in a competitive environment, a company must understand all its negative and positive forces, including relevant skill sets among its workforce to stay in the market. Hence, having the right composition in the team, with the right skill sets is good enough to get a sustainable competitive advantage ( Jery, 2013). Gilmore and Williams (2009) identified that: “employees provide the primary source of competitive advantage, with the quality of HRM being a critical influence on the performance of firms and managing people”. Along those lines, Delery and Roumpi (2017) argued that: “HRM practices can contribute to a firm’s sustainable competitive advantage not only by enhancing employee’s ability, and offering motivation and opportunities, but also by shaping supply-side and demand-side mobility constraints”. Wright and McMahan (1992) defined the term “strategic human resource management (SHRM)” as: “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goal”. Delery and Doty (1996) address SHRM as a vast organisational culture and is structured to promote performance effectiveness, the fundamental development of resources, knowledge and capability within an organisation. It is a link to develop an organisational cluster of cultures, innovation and manpower towards the business goal and organisation mission in the long term. SHRM, hence, being applied vastly within organisations to examine the relationship between the strategic approaches applied and their impact on an organisation’s performance barrier.

1- Introduction

2- Theoretical framework and literature review

3- Methodology

4- Data analysis and results

5- Discussion and conclusion

References

Abstract

The roles and commitment of employees within global strategic partnerships are imperative to their success. Whilst previous studies have addressed certain individual-level microfoundations and social change in an interpretivist manner, this study first proposes a theoretical framework consists of individual-level microfoundations, social change and affective organizational commitment—interlinked with social identity theory. We then validate the 16-item scale for individual-level microfoundations and the 24-item scale for social change based on data collected from global strategic partnerships. For testing of our conceptualization, path modeling finally confirms significant relationships between the constructs. Our findings further present the partial mediating role of social change between individual-level microfoundations and affective organizational commitment. Therefore, the study provides a new pathway in advancing our understanding of global strategic partnerships. It also validates two new constructs directly relevant to managing global strategic partnerships. We discuss theoretical and practical implications of these linkages and contributions, and conclude by providing suggestions for future research.

Introduction

Global strategic partnerships strengthen relationships among business partners, facilitating better products and services across multiple territories through inter-firm collaboration. The rise of such partnerships has demonstrated a multitude of benefits that can accrue from such collaborations. Some partnerships have specifically focused on generating mutual growths in innovation, through for instance sharing research and development platforms, such as in the strategic partnership between Brazil and the European Union (Saraiva, 2017) or between the Manmohan Memorial Institute of Health Sciences (MMIHS) in Nepal with Bournemouth and Liverpool John Moores Universities (Van Teijlingen et al., 2018). The strategic partnership between Indian IT vendors and Western clients has benefitted from expansions in interorganizational and boundary spanning activities (Søderberg and Romani, 2017). Market and product share expansion remains a popular mutual benefit, evident in the strategic partnership between Huawei and the Synnex Group (Haveman and Vochteloo, 2016) and subsequently between Huawei with Intel (Huawei, 2014). Fu et al. (2018) also note the benefits in improving learning and knowledge acquisition, again between Huawei but with ZTE. Liang (2016) reports on the strategic partnership between Fox and Apple, and through integrating production networks, how both firms benefited from enhanced value chain processes. Multi-stakeholder strategic partnerships can also generate mutual gains such as in AEG’s partnership with the National Basketball Association in China to foster trust with the local government in Shangai and other local partners (Yao and Schwarz, 2017). Given the variety of mutual benefits possible, Bamford et al. (2003) concluded strategic partnerships can fuel the success of a wide range of organizations—global strategic partnerships thus play a vital role in the modern era of inter-firm collaborations.

1- Introduction

2- Theory and hypotheses

3- Implications for supervisors’ evaluations of their employees

4- Research overview

5- Study 1

6- Study 2a

7- Study 2b

8- Discussion

References

Abstract

In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations.

Introduction

In both the organizational sciences (Mitchell, Vogel, & Folger, 2015; O’Reilly, Aquino, & Skarlicki, 2016) and the broader psychological literature (Goodwin, 2015; Goodwin, Piazza, & Rozin, 2014), scholars have noted a tendency for individuals who act unethically to be perceived less positively than individuals who act ethically (Berry, Sackett, & Wiemann, 2007; Goodwin, 2015; Sackett & Harris, 1984; Sackett & Wanek, 1996). For example, when employees act unethically, they tend to be punished (Bauman, Tost, & Ong, 2016; Trevino & Youngblood, 1990), ostracized (Feinberg, Willer, & Schultz, 2014), and even fired from their jobs (Huhman, 2018). Similarly, research has shown that employees who act ethically are perceived as better leaders (Brown, Treviño, & Harrison, 2005) and as better performers than their peers (Gatewood & Carroll, 1991; James, 2000; Jose & Thibodeaux, 1999). Typically, employees act unethically in an attempt to obtain better outcomes for themselves. For example, they lie to their coworkers to cover up their mistakes, steal supplies from their offices to avoid buying the supplies themselves, and misrepresent their performance to their supervisors to attain raises, promotions, and other benefits (Treviño, Nieuwenboer, & Kish-Gephart, 2014). For these self-focused unethical behaviors, it is understandable that employees’ unethical behavior would be negatively perceived. However, employees’ unethical actions can also be motivated by a desire to benefit their organizations—a phenomenon Umphress and Bingham (2011) refer to as unethical proorganizational behavior (UPB). Examples of UPB include misrepresenting the truth to make one’s organization look good, exaggerating the quality of the organization’s products or services to customers, and concealing damaging information about the organization from the public (Umphress, Bingham, & Mitchell, 2010). At its core, UPB involves an inherent tension between organizational performance and ethical principles, sacrificing the latter in the name of the former.

1- INTRODUCTION

2- METHODS

3- RESULTS

4- DISCUSSION

REFERENCES

Abstract

In this study, we investigated nurses’ organizational communication satisfaction and emotional labor in an attempt to identify the factors that influence nurses’ prosocial service behavior in Korea. A cross-sectional study was conducted on 145 nurses at two Korean tertiary hospitals in 2017. Most participants (89%) were female, and the mean age was 28.45
5.50 years; data analysis was mainly based on a multiple regression. It was consequently found that nurses’ organizational communication satisfaction and emotional labor positively affected their prosocial service behavior. The potential benefits of emotional labor were also explored, and these variables were determined to explain 41.1% of the variance in prosocial service behavior. These findings provide evidence that organizational communication satisfaction and emotional labor in nurses can have significant effects on their prosocial service behavior.

INTRODUCTION

Nurses’ prosocial service behavior, including caring behaviors, is considered an important element of health-care administration and business (Graber, 2009). Several researchers have examined prosocial service behavior in nursing, including “prosocialness” and “prosociality”, in attempts to more comprehensively understand nursing outcomes (Biagioli, Prandi, Giuliani, Nyatanga, & Fida, 2016; Feather, McGillis Hall, Trbovich, & Baker, 2018). Recent studies have investigated nurses’ organizational communication satisfaction and emotional labor. Most of these previous studies have reported that emotional labor negatively affects nurses’ job attitudes (e.g. turnover intention, job satisfaction, organizational commitment, and burnout) and psychological well-being (Cheng, Bartram, Karimi, & Leggat, 2013; Hulsheger & Schewe, 2011; Vermaak, Görgens-Ekermans, & Nieuwenhuize, 2017), while organizational communication satisfaction positively affects this variable (Je & Han, 2017; Kim & Lee, 2017). However, little is known about how emotional labor positively affects job-related performance in the nursing profession.

Age and Emotion Work

Age and Conflict Management

Age and Stress Management

Discussion

Conclusion

References

AGE AND STRESS MANAGEMENT

Although there is a general belief that as we age we increasingly struggle with health problems, empirical evidence shows that older workers often report lower strain than younger or middle-aged colleagues (Beehr, Grosch & Adams, 2019; see Chapter 15 of this volume). For example, older workers reported less emotional exhaustion in the meta-analyses of Brewer and Shapard (2004) and Ng and Feldman (2010). One explanation for this might be that older workers are better able to cope with stress. In their transactional model, Lazarus and Folkman (1984, p. 19) define psychological stress as “a particular relationship between the person and the environment that is appraised by the person as taxing or exceeding his or her resources and endangering his or her well-being.” Two processes play a crucial role in this model: appraisal processes and coping. Primary appraisal refers to categorizing situational aspects as irrelevant, benign-positive, or stressful. Stress appraisals comprise harm/loss, threat, and challenge. Secondary appraisal refers to what can be done in the face of a stressful encounter, i.e., the coping options available. On the basis of such primary and secondary appraisals, individuals start their coping processes that can lead to reappraisal processes. With regard to stress management, younger and older workers may first differ in how they appraise stressful situations (Scheibe & Zacher, 2013). Life experience and knowledge of a variety of stressful situations may influence the appraisal processes of older workers so that they tend to appraise situations as less stressful than do younger workers. Indeed, the metaanalysis of Ng and Feldman (2010) shows that age is negatively correlated with a variety of job stressors such as role conflict and role overload. In the present context, stressors referring to the social work environment are of particular interest. In Ng and Feldman’s meta-analysis, relationship conflicts were negatively related to age and interpersonal trust was positively related to age. In a similar vein, in Beitler et al.’s (2016) and Johnson et al.’s (2013) studies age was negatively related with social stressors occurring in service provider-customer interactions such as being exposed to disproportionate customer expectations or customer verbal aggression (see Dormann & Zapf, 2004; Dudenho¨ffer & Dormann, 2015).

1- Introduction

2- Sustainable corporate strategy and sustainable human resource management strategies

3- Sustainable human resource management strategies, employment relationships and HRM systems

4- Discussion and conclusions

References

Abstract

This paper aims to develop a conceptual framework capable of analysing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, we identify different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies. We propose different sustainable employment relationships considering two dimensions: inducements offered by an organisation and expected employee behaviours in order to comply with sustainable HRM strategies. All the above also necessitates a system of HRM practices (content of the employment relationship) that should be well defined and oriented towards sustainability. Accordingly, we suggest associations of specific systems of HRM practices, depending on the type of employment relationship and sustainable HRM strategy, in order to promote the expected ‘Triple Bottom Line’, and which also improve firm competitiveness.

Introduction

The importance of incorporating sustainability into the management of organisations is a phenomenon that is increasingly drawing attention as a consequence of the effects of institutional and stakeholder pressures, forcing substantial changes in the commitment shown by organisations to this issue as part of their drive for social approval (Meyer & Rowan, 1977). The pressure of governments through regulations, for example, has been the subject of controversy, since these bring costs for organisations in their short-term adaptation process, which can affect their competitiveness (Wilkinson, Hill, & Gollan, 2001). The term sustainability has received different labels depending on the sphere or perspective from which it has been studied. Hence, the Resource Based View (RBV) incorporates the term into the strategic analysis of business, making reference to the maintenance of competitive position (Barney, 1991) in economic and market terms and, from an ecological perspective, referring to the environmental impacts of the activities of different institutions (Ehnert, 2009). However, the World Commission on Environment and Development (WCED, 1987) provides a definition of sustainability that is coherent with the concept as it is used in this paper, referring to the action and development of organisations so that, when meeting the needs of the present, they do not compromise the ability of future generations to meet their own needs. More specifically, Elkington (1998) indicates three principles on which sustainable development is based: environmental integrity, social equity and economic prosperity, referred to as the Triple Bottom Line. Environmental integrity makes reference to an ecosystem’s limited regeneration capacity; social equity is linked to the right of all stakeholders to access resources, building transparent relationships that highlight the distribution of value creation; and economic prosperity pertains to the quality of life achieved through the productive capacity of organisations.