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This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.

The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.

The paper provides empirical evidence for the positive relationship between digitalization and employees’ autonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.

The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.

With the ever-increasing adoption of technology and automation radically changing the nature of service delivery, the purpose of this paper is to explore the role of human touch, introducing hospitable service as an enhancement for value creation in service organizations.

Drawing on management, social sciences and hospitality literatures, a four-configuration model is presented to illustrate dimensions which arise from the confluence of different degrees of relationship orientation – shared mental models held by the host organization (self- or other-oriented), and guests’ service preferences (transactional or relational).

A theoretically grounded model of configurations resulting from variations on three key dimensions is offered. These are: employee organization relationships – social exchange processes governing the interactions between employees and their employers; HRM systems – internally consistent combinations of HR practices; and tech-touch trade-off – prioritization of technology vs employees to deliver services.

Embedding hospitable service as a construct to support the leveraging of human touch in service organizations opens up new research opportunities including avenues to further conceptualize the nature and dimensions of hospitable service. Future research that supports further understanding about the role of human touch and value creation in service organizations is proposed.

Through the value-enhancing capability of human in the service encounter, firms can be enabled to accurately position themselves in one of the four relational configurations on offer and then identify opportunities for managers to leverage human touch to combat the diminishing role of the human touch in a technology-ubiquitous service context.

This is among the first papers to explore the influence of technology on the degree of human touch in the interface between hospitality employee and customer, and to develop a configuration model through which researchers and practitioners can operate during this declining era of human to human service interactions.

The purpose of this paper is to examine the influence of human resource management (HRM) reforms on job-related well-being of academics in Chinese universities. It also tests the mediating effect of work intensification (WI) and affective commitment (AC), and the moderating effect of perceived organizational justice (OJ) on the HRM‒well-being relationship to understand the influence mechanisms and boundary conditions.

A questionnaire survey was conducted in 25 Chinese universities, obtaining 638 usable questionnaires. Structural equation modeling (SEM) was used as the analytical technique to examine the model fit and test hypotheses.

The findings reveal that the relationship of HRM and well-being is neither direct nor unconditional, and a win‒win scenario for both management and employee well-being is possible when organizations pursue HRM innovations.

The limitations of this study are that data were collected at once and at a defined time, with no time lag being involved. In addition, all variables were self-reported.

Commitment-oriented HRM practices can create a win‒win scenario; when control-oriented HRM practices are necessary, managers should ensure OJ to offset their negative influence on employees.

This study is among the first to examine the impact of HRM on employee well-being in the context of Chinese higher education, contributing to the limited studies on HRM in Chinese public sector and the on-going debate on the nature of HRM in China.

The purpose of this paper is to examine underlying linkages between employees’ intrinsic/extrinsic motivation and their task/contextual performance in a Pakistani health care and educational context. Employees’ affective occupational and organizational commitments were proposed as mediators to explain these relationships.

Data were collected from 181 doctors from a Pakistani hospital and 135 academics from a Pakistani university and analyzed using Baron and Kenney (1986) approach and Preacher and Hayes (2008) bootstrapping approach for testing multiple mediators simultaneously.

As expected, intrinsic motivation is related to task performance (TP) and this relationship is mediated by affective occupational commitment. Extrinsic motivation is related both to TP and contextual performance (CP) and these relationships are mediated by affective organizational commitment.

Research has implications both for practitioners and academicians. The results highlight how different motivational orientations can produce different results and managers need to understand the different needs of employees while devising their human resource strategies. Employees can differ in their motivational orientations depending on their level of need, and can accordingly differ in their subsequent attitudes, performance and behaviors. Employees also need to choose jobs carefully after evaluating their motivational orientations.

The current study recognizes the multi-dimensional nature of motivation and differentiates the effects of intrinsic and extrinsic motivational orientations of employees by establishing the unique linkages between these orientations and employee task and CP. The study also examines differential role of two foci of employee commitment in analyzing the main effects.

This paper aims to show the role of employees’ self-regulation in defining the effect of job demands on employees’ burnout. Moreover, the paper also highlights the importance of a high-performance work system (HPWS) on the relation between job demands and employee self-regulation.

Data has been collected from public sector hospital nurses through a survey strategy following a time-lagged approach. This data has been analysed to validate the measure and to test the hypotheses through structural equation modelling.

Results of this study indicate that job demands affect employees’ burnout through adaptive regulation (recovery) and maladaptive regulation (self-undermining). Adaptive regulation minimizes while maladaptive regulation supports this effect. Moreover, results also highlight the role of HPWS in mitigating the negative impact of job demands on adaptive regulation.

This study serves as a guide for managers to minimize the burnout of their subordinates in the face of increasing job demands. This study also emphasizes the use of HPWS in organizations so that the burnout of the employees may be decreased by increasing adaptive self-regulation or recovery.

This study enriches the literature on the job demand resource theory by showing how employee job demands, employee self-regulation (psychological processes) and HPWS (organizational processes) collaborate to determine the extent of job burnout of employees.

The purpose of this paper is to accelerate research related to the employee-facets of service management by summarizing current developments in multiple research streams, providing propositions, and articulating new directions for theory and empirical inquiry.

Seven scholars provide short reviews of the core topics and findings from four employee-related research streams – collective turnover, service climate, emotional labor, and occupational stress; and generate propositions to guide future theoretical and empirical work. Four distinguished service scholars – David Bowen, Ray Fisk, Christian Grönroos, and Jochen Wirtz comment upon these research streams and provide future directions for accelerating employee-related research in service management.

All four research-streams yield insights that have the potential to advance service management research. Commentaries from the distinguished scholars further integrate this work with key concerns within service management including technology-enablement, transformative services, and service strategy.

This paper is unique in its scope of coverage of management topics related to service and its aim to promote interdisciplinary dialog between service management scholars and researchers conducting employee-related research relevant to services.

Since the first definition of Total Quality Management (TQM) was established, its inseparable relationship with Human Resource Management (HRM) has been undeniable. However, many years have passed since this initial definition was made. During this time, not only have TQM and HRM evolved, but their relationship has also adapted in order to accompany and follow the environmental and technological changes that have ultimately changed the ways the authors work and how the authors perceive quality. This study provides a detailed map of the knowledge evolution of the TQM–HRM relationship. It also identifies interesting gaps for future researchers to consider to enable us to better understand emerging challenges and identify the next steps in the progression of TQM literature.

The study adopted a bibliometric analysis approach, using a systematic literature review of a data set that included 132 peer-reviewed articles published between 1991 and 2021 to identify thematic topics. In exploring each of these, the authors created a framework to spotlight future explorative and exploitative research questions.

The results show that literature on the relationship between HRM and TQM focuses on six topics: a different performance appraisal (PA); a different role for the human resources (HR) department; HRM practices, such as different bridges between JIT and TQM; the integration of job satisfaction into TQM goals; different TQM healers; and the different effects of HRM practices on firm performance. This paper provides clear interpretations of these topics and offers some recommendations for how HRM studies could contribute towards the development of TQM research, thus forming a clear agenda for the future of TQM–HRM research.

This study represents the first attempt to systematize, analyze and critically interpret TQM–HRM studies, promoting a collective reflection on the state of the art and stimulating further discussions on this topic.

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.

This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.

There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.

The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.

This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

To illuminate how the alignment of HRM control and business strategy affects firm performance.

Empirical data are collected from computer and peripheral equipment industries via questionnaire. The measures include business strategy, HRM control, and performance. The major analytical technique used in this study is moderated hierarchical regression analysis.

The value of any approach to HRM control can be augmented or diminished by simultaneously matching the HRM to the type of business strategy adopted by firms.

It is unknown how the selection of industries and geographical areas would affect this study's findings.

Firms should use an appropriate combination of HRM control systems aligned with their strategic goals in order to improve business performance.

This paper identifies the match between HRM control and business strategy and offers practical help to a firm when they are used in combination effectively.

Following industry-based view’s (IBV) isomorphic trend among firms in the same industries, the purpose of this paper is twofold: first, to investigate whether industry capital intensity encourages or inhibits firm’s utilization of strategic HRM systems, particularly, high-commitment work systems (HCWS); and second, to examine the quadratic moderating role of firm size on the relationship between industry capital intensity and firms’ utilization of HCWS, drawing on the interactionist view of IBV and the resource-based view, as well as the interactive perspective in the contextualized HRM field.

The research design was time lagged. Firm-level subjectively rated data were collected from 168 large firms with more than 200 employees in Beijing. Industry-level objectively rated data were collected from the statistics yearbooks of Beijing city.

The industry capital intensity was positively related to firms’ utilization of HCWS, all else being equal. For large firms in this research, the relationship between industry capital intensity and firms’ utilization of HCWS was moderated by firm size in a quadratic way.

This research contributes to contextualized HRM literature by empirically examining the complex interactive effects of industry capital intensity and firm’s utilization of HCWS. First, it established the direct cross-level relationship between industry capital intensity and firms’ utilization of strategic HRM systems. Moreover, it explored the boundary conditions of such relationship by investigating the quadratic moderating role of firm size.