The one best way? ‘Scientific’ research on HRM and the threat to critical scholarship

HRM scholarship is increasingly dominated by ‘scientific’ research characterised by a positivist methodology, complex statistical techniques, correlational theorising and incremental advances in knowledge. While this approach has long been prominent in HRM research, what is new is the almost total dominance of this kind of research, which has largely crowded out alternative approaches, particularly those that are overtly critical in orientation. A variety of institutional factors has contributed to this shift in HRM scholarship, and these place significant obstacles in front of those who seek to reclaim space for critical voices. There is, however, room for greater methodological pluralism, and researchers, academic institutions and journals have roles to play in promoting viable alternatives.     

供应链合作伙伴关系的实施路径及关键因素分析——零件供应商视角

实施路径和关键因素在供应链合作伙伴关系中有举足轻重的作用。分析了零件供应商在合作伙伴关系中的问题,在分析供应链合作伙伴关系的阶段基础上,构建了零件供应商供应链合作关系实施路径。通过调查问卷和统计分析的方法分析了零件供应商角度的供应链合作伙伴关系的影响因素。     

Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management

Abstract

Performance management systems are used to increase employees’ performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers’ AMO to implement performance management systems was positively related to employees’ satisfaction with the system. These relationships were mediated by employees’ perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.     

Job demands–resources: a gender perspective on employee well-being and resilience in retail stores in China

Abstract

Organisational resilience can be promoted through human resource management (HRM) practices that enhance individual employees’ well-being and ability to cope with adversity. However, the extant literature tends to neglect the influence of gender on employee well-being and resilience. Shop floor employees in retail stores often undertake demanding roles, characterised by considerable pressure and low pay, and attendant high levels of employee turnover. Drawing on the job demands–resources model, by analysing data collected from 697 employees at foreign-invested retail stores in China, this paper found that workload and employee participation in decision-making had a similar impact on the well-being of both male and female employees. However, the impact of job security and emotional demands on employees differed by gender. This paper extends the job demands–resources model by articulating the influence of gender on employee well-being. Additionally, its empirical insights, drawn from an emerging economy context, enable a contribution to the literature on employee well-being and resilience. Relevant implications for HRM and resilience are discussed.