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In recent years, efforts to reinforce the links between corporate social responsibility and human resource management have highlighted employees’ role as crucial organizational stakeholders. This study aims to investigate whether workers’ perception of socially responsible human resource management (SR-HRM) based on employee-focused practices is related to work engagement (WE). This research also explored whether perceived organizational support (POS) and affective commitment (AC) can contribute to explaining this relationship. Social exchange theory and job demands-resources model were used to theoretically frame the research.

Data were collected from a sample of 222 employees working in diverse organizations, using individual online surveys. Several analyses were conducted to assure data robustness to common method bias.

The results confirm that SR-HRM fosters WE and that this effect is subject to sequential mediation by POS and AC. Accordingly, SR-HRM practices contribute to higher level of POS, which then foster stronger affective bonds with employers and, in turn, higher levels of vigor, absorption and dedication among workers.

The findings contribute to the expansion of the SR-HRM literature by providing a deeper understanding of how this management strategy affects employees’ job-related attitudes, particularly WE a much-overlooked variable in this realm.

It has been a tremendous challenge for organisations to navigate and survive the COVID-19 pandemic. This paper proposes a novel multi-level conceptual model, based on the resource-based view (RBV), to address the pandemic crisis and highlight the importance of strategic human resource management (SHRM) in promoting employee motivation and organisational resilience. The paper aims to provide insights and practical guidance for organisations to leverage their internal resources and capabilities to thrive in the post-pandemic landscape.

This paper conducted a comprehensive literature review of the existing research on the impact of the COVID-19 pandemic, SHRM, RBV, job satisfaction, turnover intentions and organisational resilience, covering the main contributors to this research stream and their findings.

The conceptual model presented in this paper offers five testable propositions to examine the impact of the COVID-19 pandemic on employee motivation and organisational resilience and how organisations can navigate challenging times through SHRM, which enables RBV. It highlights the foundational role of RBV and identifies the resources employed by SHRM as intervening constructs that significantly enhance employee outcomes, including motivation, job satisfaction, turnover intention and organisational resilience.

The proposed model counsels that organisations need to look beyond the straightforward application of SHRM and should enable the RBV climate to protect and uphold employee motivation and organisational resilience. Finally, measurement and analysis implications are presented for future research opportunities and managerial interventions to mitigate the impact of difficult times such as the COVID-19 pandemic.

Currently, there is a lack of research regarding the conceptualisation of the COVID-19 pandemic and its impact on employee and organisational resilience. Therefore, the proposed model discusses the significance of the alignment of SHRM and RBV as a moderator of the relationships between the impact of COVID-19 pandemic, employee motivation and organisational resilience.

This research aims to explore whether or how organizations adopt people analytics (PA), its value and potential socio-technical factors that can enable or hinder PA projects by disrupting and reshaping human resource management. We do this by focusing on the Italian context.

We conduct a scoping review of data collected between 2018 and 2022 via Google Alerts (GA), a content change detection and notification service that is gaining popularity in scholarly research.

Our findings suggest that the diffusion of PA applications in Italy, especially those of a descriptive nature, is growing. Most of the existing PA applications are positioned in a positive technocratic light, envisioning the value of PA for both employees and organizations. The value for the latter appears to be direct, while the value for employees is realized through organizational initiatives. The findings also suggest that while enablers can vary between PA application types, the barriers, especially technological and environmental, are generic for both descriptive and predictive/prescriptive PA applications.

Theoretically, we propose a framework for analyzing PA applications, their values, enablers and barriers. Methodologically, we present and describe in detail a novel approach, drawing on GA that can be used to study PA in specific contexts. Practically, our study serves as a helpful point of reference for managers planning or implementing PA in Italy, for benchmarking PA in Italy over time and for comparative international studies.

Worldwide academia is going through a major transformation because of Open Science and Recognition and Rewards movements that are linked to big societal challenges such as climate change, digitalization, growing inequality, migration, political instability, democracies under threat and combinations of these challenges. The transformations affect the human resource management (HRM) and talent management of universities. The main focus of this chapter is on collaborative innovation and the way universities participate in coalitions and strategic alliances on national and international levels. These platforms not only discuss the transformations and support the academic changes but also act as talent pools and talent exchange. This chapter provides an overview of the current state of affairs with respect to Open Science and Recognition and Rewards in academia. Next, a theoretical foundation is presented on the concepts of collaborative innovation, coopetition and HRM innovation in general. The leaders or leading organizations in the HRM innovation models often can’t make it happen on their own, in particular in highly institutionalized contexts such as academia. The legitimacy of transformations requires coalitions of the willing and therefore strategic alliances on different levels. The coalitions in academia can also contribute to academic talent management through sectoral transformations (see Recognition and Rewards) and through the way these coalitions operate.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

The purpose of this study is to understand the impact that Corporate Social Responsibility (CSR) practices have on the perceived attractiveness of companies in the eyes of their employees and potential candidates. Moreover, this study assesses the mediation role that Extrinsic (EA) and Intrinsic Attributions (IA) about Corporate Volunteering (CV) have on this relationship.

Three hundred and five responses were collected in an online questionnaire and a Structural Equation Modelling model was designed to explain the proposed relationships of the variables under study.

The authors found that the IA that employees/candidates make about CV programs have a direct and positive impact on the company’s attractiveness; it was not possible to conclude the same about EA.

Unlike studies already existing in the area of corporate attractiveness that focus on the perspective of companies and customers, with a high focus on the organizational implementation of CSR and organizational benefits, this study has adopted a different perspective that focuses on the opinion of company employees, as well as the perspective of possible candidates. By not limiting participation to anyone, it covers a wide range of participants, allowing a broader knowledge of the labor market.

本研究的目的是理解“公司社会责任实践项目”(CSR)对员工及潜在员工构成的公司吸引力的影响。其次, 本研究评估“公司志愿服务”(CV)外在归因(EA)与内在归因(IA)在此关系上的中介作用。

线上问卷收集了305份回复, 并设计了一个结构方程模型来解释研究中变量之间的所设想的关系。

我们发现员工或潜在员工对公司志愿服务项目的内在归因对公司吸引力有直接、积极的影响; 外在归因则不可能。

与之前在公司吸引力领域已经存在的研究不同, 之前的研究专注于公司和顾客的角度, 尤其关注“公司社会责任实践项目”的组织实施和组织效益。本研究采用了一个不同的角度, 聚焦于公司员工以及未来的员工的看法。本研究不限制任何人的参与, 覆盖了大范围的参与者, 因此有助于对劳动力市场更广泛的了解。

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

The present study connects the literature on sustainable HRM with that on employability to investigate the relationship between sustainability-oriented human resource actions and organizational outcomes. More specifically, this study explores how training for employability affects the employer–employee relationship and employee retention. Furthermore, this study considers competitive intensity as a potential moderator in these relationships.

The analyses draw on the fourth European Company Survey (ECS 2019) with a sample of 21?869 firms with more than ten employees. Two separate logistic regression models were used to test the hypothesis.

The results show that training for employability contributes to improving the employer–employee relationship and that competitive intensity positively shapes this relationship. Contextually, training for employability reduces the overall employee retention of the firm.

Although this study supports the potential win–win nature of employability support, especially for companies that operate in competitive markets and an uncertain environment, it also highlights the existence of paradoxical sustainability tensions that should be managed by employers.

Our study centered on activity-based workspaces (ABWs), unassigned open-plan configurations where users’ activities determine the workplace. These workspaces are conceived and shaped by accommodation professionals (APs) like managers and architects and are loaded with their ideas, ideals, norms and values; therefore, they are normative and hegemonic. Previous research has largely failed to consider how APs’ spatial conceptions materialize in the workplace. To address this omission, we adopted a narrative approach to study APs’ impact during the conceptualization stage.

The data were collected via a 10-year at-home ethnographic study at a Dutch university, including observations, interviews, documents and reports. Studying the researchers’ organization allowed for a longitudinal research approach and participative observations. The data focused on the narrative techniques of APs when establishing an ABW.

In introducing ABWs, APs resorted to two principal narrative strategies. Firstly, the ABW concept was lauded as a solution to a host of existing problems. Yet, in the face of shortcomings, lecturers were often blamed.

Despite the considerable influence of APs on both the physical layout of workspaces and the nature of academic labor, there is little insight into their conceptions of the academic workspace. Our research contributes a novel perspective by revealing how APs’ workspace conceptions drive the narratives that underpin the roll-out of ABWs and how they construct narratives of success and failure.

Despite being one of the most used dependent variables in expatriate management research, no clear-cut understanding exists of what expatriate success means. Thus, this study aims to propose an integrative definition of expatriate success by providing an overview of expatriate success's dimensions, antecedents, and their interplay.

A systematic literature review (SLR) was conducted to achieve the purpose. A total of 249 empirical studies (quantitative 111, qualitative 50, mixed-methods 17), literature reviews (67) and meta-analyses (4) on expatriate success were reviewed from Web of Science and Scopus databases published from 1990 until December 2021. The study selection criteria followed the PRISMA flowchart steps, and then descriptive and network analyses were performed to identify expatriates' success dimensions, antecedents and their interplay.

The findings show the interplay among antecedents and dimensions of expatriate success across three levels (individual, interpersonal and organisational) to clarify the concept of expatriate success. Also, the study offers a comprehensive definition of expatriate success based on the dimensions identified.

The suggested definition of expatriate success elucidates the “atheoretical”, multidimensional and socially constructed nature of the construct and hence, calls for more “theoretical”, multidimensional and subjective considerations of the term to ground human resource management practices addressed to attain expatriates' success.

This paper provides an integrative definition of expatriate success, giving greater insight into the construct, in addition to critically reflecting on it.