Crafting solutions to leadership demands for well-being and effectiveness

Leadership is a prominent function within organizations and social entities, and research suggests leadership that is more active tends to be more effective. However, emerging research contends that more active leadership can place stressful demands on leaders, which can jeopardize their well-being and eventual effectiveness. In this article, we draw from research on job demands, job resources, and stress coping to outline an applied framework of leader strain management. The model explains how leadership demands (i.e., the challenges/hindrances leaders face) can influence leader strains (i.e., negative implications of the demands) and how leader resources (i.e., tangible/intangible assets) can be leveraged through coping activities to resolve demands or reduce strains. We propose five guidelines for leaders seeking to balance engaging their leadership responsibilities with maintaining their well-being and sustaining their effectiveness over time.     

Measuring performance during crises and beyond: The Performance Promoter Score

Many organizations are curtailing or even abandoning performance management because of difficulties measuring performance and disruptions in performance-based pay due to the COVID-19 crisis. Contrary to this growing and troubling trend, we argue that it is especially important during the crisis to not only continue but also strengthen performance management to communicate a firm’s strategic direction, collect valuable business data, provide critical feedback to individuals and workgroups, protect organizations from legal risks, and retain top talent. To do so, we offer a solution to overcome the challenges associated with measuring performance during a crisis. Specifically, we extend and expand upon the well-established Net Promoter Score measure in marketing and introduce the Performance Promoter Score (PPS) to measure performance. We offer evidence-based recommendations for collecting PPS information for individuals, workgroups, and other collectives, computing a Net Performance Promoter Score (NPPS); using multiple sources of performance data, and using PPS for administrative and developmental purposes as well as to provide more frequent performance check-ins. PPS is a convenient, practical, relevant, and useful performance measure during a crisis such as the COVID-19 pandemic, but it is also an innovation that will be useful long after the pandemic is over.     

A strategic approach to workforce analytics: Integrating science and agility

Workforce analytics is a major emerging trend in human resource management. Yet, despite the enthusiasm, there exists a misunderstanding of how organizations can successfully use workforce analytics to achieve important organizational outcomes. This article proposes ways to overcome this execution dilemma and achieve organizational success with workforce analytics through the integration of agile development with scientific research. We use a number of company examples to outline five key parts of an agile workforce analytics process: (1) prioritizing issues, (2) integrating deductive and inductive approaches, (3) preparing and validating data, (4) applying multiple methods in concert to support decisions, and (5) transforming insight into action to improve business outcomes.     

如何发挥思想政治工作在人力资源管理中的作用

思想政治工作在人力资源管理中具有不可替代的优势,其作用不可忽视.将思想政治工作融入人力资源开发与管理中,拓宽工作领域,创新工作思路,充分发挥思想政治工作在人力资源开发与管理中的特殊作用.     

中式餐饮连锁发展之我见——人力资源及顾客关系管理

近年来,我国餐饮业发展迅速,餐饮品种丰富,店铺数量迅速增加,行业竞争日趋激烈,随着洋快餐的大举进军,一种新的餐饮经营模式——连锁经营逐步受到广大从业者的关注。但总地来说,我国餐饮业连锁经营还处于初级阶段,还存在很多的问题,这些都有待于广大的企业经营者结合中式餐饮企业的自身特点,不断地去解决这些问题,为我国餐饮业谋求更好的发展。     

A Word to the Wise: How Managers and Policy-Makers can Encourage Employees to Report Wrongdoing

When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e.g., Rynes et al. (2007, Academy of Management Journal 50(5), 987–1008)] indicates that many organizations fail to implement evidence-based practices (i.e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete suggestions to managers who are interested in encouraging internal reporting of problems requiring attention, and to observers of questionable activity who are considering reporting it. We also identify ways that research suggests policy-makers can have a more positive influence. We hope that these suggestions will help foster evidence-based practice regarding whistle-blowing.     

Factors that influence new generation candidates to engage with and complete digital,AI-enabled recruiting

Recruiting talent has moved from a tactical HR activity to a strategic business priority. This has been driven by shifts in the source of firm value and competitive advantage and the critical role of human capital in those shifts. Technological advances have moved digital, AI-enabled recruiting from a peripheral curiosity to a critical capability. However, we know little about candidates' reactions to AI-enabled recruiting. Consequently, in this study, we examine the role of social media use, intrinsic rewards, fair treatment, and perceived trendiness on the intentions of prospective employees to engage with and complete digital, AI-enabled recruiting processes. The positive relationships between these factors and candidates' engagement with AI-enabled recruiting have several important practical implications for managers. We also examine the larger implications and make general recommendations to firms about using AI-enabled recruiting technology and tools.     

The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources

Big data analytics have transformed research in many fields, including the business areas of marketing, accounting and finance, and supply chain management. Yet, the discussion surrounding big data analytics in human resource management has primarily focused on job candidate screenings. In this article, we consider how significant strategic human capital questions can be addressed with big data analytics, enabling HR to enhance overall firm performance. We also examine how new data sources that help assess workforce performance in real time can assist in the identification and development of the knowledge stars that contribute to firm performance disproportionately as well as help reinforce firm capabilities. But in order for big data analytics to be successful in the HR field, regulatory and ethical challenges must also be addressed; these include privacy concerns and, in Europe, the General Data Protection Regulation (GDPR). We conclude by discussing how big data analytics can facilitate strategic change within HR and the organization as a whole.