Personnel Review

Personnel Review in 2023: Submissions: 1,245 (new 1,071)  Invited resubmissions: 174 (16.2%) Accepted: 67 (5.38%)  Avg time to decision: 27 days (incl. desk rejects) We are a SJR Q1 (OBHRM), JCR 3.9 (2yr IF), ABDC A journal Thank you to everyone who supported the journal in 2023; we look forward to seeing what 2024 brings! Stay tuned here for updates. #research #researchimpact #researchers #academia #journal #personnelreview

Paper spotlight: Lloyd C Harris & Emmanuel Ogbonna – The same only different: Precarious workers' perceptions of their treatment in Covid-19 times. Keep reading for key takeaways from this research. This study highlights the importance of ‘voice’ and giving voice to workers in non-traditional, fragmented, and marginalised employment who endured the lockdowns of COVID-19. For precarious workers, during the pandemic, relationships with managers remained negative or even worsened, but the pandemic led to positive relationships with the general public, who noticed the important role of precarious workers and accorded them respect. However, such changes were brief. The findings suggest that if treated fairly, precarious workers will engage positively even during periods of extreme need. However, the study also finds that many precarious workers were let down by their organisations during the pandemic. Read the full paper here: https://lnkd.in/e6pQWJMT #research #qualitative #interviews #pandemic #precariouswork #covid19 #voice #fairness #work #organizations #managers #management

Paper Publication I am delighted to share with you all our paper titled "Social mobility as a driver of employee silence in India: toward a contextualized understanding of silence in emerging markets" published in Personnel Review (ABDC A) with Michael Knoll (jointly first author from Leipzig University) and Wim Vandekerckhove (from EDHEC Business School). This qualitative paper based on semi-structured interviews of working executives in India explores how the context in a dynamically developing country affects employee silence. Social mobility as a specific factor in the Indian distal context and as a characteristic of emerging markets can motivate silence while organization-related concepts like job satisfaction or commitment may have less predictive value. Two types of social mobility concerns – advancement aspiration and fear of social decline – emerged as salient drivers of silence. To the organizational behavior (#OB) scholarship on silence, this research contributes by identifying antecedents of silence that are situated beyond the organizational boundaries challenging the dominant role of established factors at the team- and organizational level. To the human resource management/employment relations (#HRM or #ER) scholarship, this research contributes by theorizing psychological processes that link environmental factors to silence behaviors. #decentwork #sdg #employeesilence #organizationalbehavior #hrm #employmentrelations #psychology #socialmobility Link to the paper: https://lnkd.in/gUpmdyKQ Woxsen University Raul Villamarin Rodriguez, Dr. David J. Meyer

Check out this paper recently published in Personnel Review! #research #management #socialmobility #silence #qualitative #employees

New issue of Personnel Review: Vol. 53 Issue 8 The 17 articles can be found here: https://lnkd.in/eyPSNScf Galit Meisler – Managerial supplication and counterproductive work behavior: Do sadness, political skill and emotional intelligence matter? Runsheng Pan & Zhijin Hou – The relationship between objective overqualification, perceived overqualification and job satisfaction: employment opportunity matters Maaike Schellaert & Eva Derous – Retirement decisions in times of COVID-19: the role of telework, ICT-related strain and social support on older workers’ intentions to continue working Gang Chen, Fu Yang, Qiuling Yang, & Li Wang – Daily leader humor and healthcare workers’ next-day helping behaviors: the roles of positive affect and difficulty in maintaining display rules Muhammad Umer Azeem & Inam Ul Haq – How and when does family incivility steer employees towards work delays: implications for HR Deniz Palalar Alkan, Rifat Kamasak, & Mustafa Ozbilgin – Does voluntarism work for the workplace inclusion of individuals with disabilities in a country with limited equality structures? Jiaming Shi & Chaoxin Jiang – The negative spillover effect of sandwich-generation caregiving on employees’ job satisfaction: does work time matter? Makoto Matsuo – The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates” Shuang Ren, Zhining Wang, Muhammad Usman, & Doren Chadee – Double-edged sword at work: impacts of guanxi human resource management on employee innovative behavior Trong Tuan Luu – Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values Lin-yang Yue & Wei-de Huang – The curvilinear relationships between perceived development human resource practices and both affective commitment and work stress: the moderating effects of age Aamir Suhail, Inam Ul Haq, Muhammad Umer Azeem, & Eran Vigoda-Gadot – Compulsory citizenship behavior, role overload, creativity and service-oriented voluntary behavior: does generational difference have an impact? Jiaojiao Qu, Mingwei Liu, Shuming Zhao, Yixuan Zhao, & Xia Cao – Team cognitive diversity and individual creativity: the roles of team intellectual capital and inclusive climate Lloyd C. Harris & Emmanuel Ogbonna – The same only different: precarious workers’ perceptions of their treatment in COVID-19 times Amina Raza Malik, Laxmikant Manroop, & Jennifer A. Harrison – Bouncing back: HR professionals' experiences during times of disruption Chenxi Wang, Xiaoxi Chang, Yu Zhou, & Huaiqian Zhu – How do work-family practices influence employee work-family conflict? Moderations of commitment-based HRM and human capital Fiona Edgar, Jing A. Zhang, Nataliya Podgorodnichenko, & Adeel Akmal – Competitive strategy delivery in the service sector: a study of the behavioural model

Paper spotlight: Jenny Sarah Wesche & Lisa Handke – Digitisation and automation in training and development: a meta-review of new opportunities and challenges. Keep reading for key takeaways from this research. Organizations must keep their workforce learning to stay competitive in today's volatile business landscape. This paper explores how digitisation and automation transform Training and Development (T&D) processes, promising greater efficiency and targeted growth but also posing significant challenges. Based on the analyses of reviews regarding different technologies implemented in T&D (e.g., e-learning, virtual reality, AI), this meta-review examines technology implementation in the three stages of T&D: (1) assessment/planning, (2) design/implementation, and (3) evaluation. In addition, the review discusses the opportunities and risks of digitisation and automation in each stage. Key findings reveal three critical themes for decision-makers: 1. The impact of data collection 2. The complexities of decision-making 3. And the indispensable value of human contact This review brings together fragmented research to offer a comprehensive look at tech in T&D, guiding organizations in balancing innovation with the human touch. Read the full paper here: https://lnkd.in/ezRr4PNi #research #review #organizations #managers #management #digitisation #digitization #training #development #challenges #opportunities #decisionmakers #ai #assessment #implementation #evaluation

New issue of Personnel Review: Vol. 53 Issue 7 The articles can be found here: https://lnkd.in/eaTm9eZt Below is a list of the 16 articles in this issue: Ruigang Wu, Xuefeng Zhao, Zhuo Li, & Yang Xie  – The role of employee personality in employee satisfaction and turnover: insights from online employee reviews Cam-Tu Tran, Isabelle Collin-Lachaud, & Hiep Hung Pham – What do we know and what should we research about employer brand? A bibliometric analysis Qian Yi Lee, Adrian Wilkinson, & Keith Townsend – How are frontline managers supported in the performance management process? Mostafa Ayoobzadeh, Linda Schweitzer, Sean Lyons, & Eddy Ng – A tale of two generations: a time-lag study of career expectations Lijing Zhao, Phillip M. Jolly, Shuming Zhao, & Hao Zeng – How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance Shweta Jaiswal Thakur, Jyotsna Bhatnagar, Elaine Farndale, & Prageet Aeron – Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM Sudhanshu Maheshwari, Ashneet Kaur, & Arup Varma – Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home Vasilis Theoharakis, Robert Wapshott, & Lamin Cham – Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industry Badreya Al Bloushi, Khalid Mehmood, Fauzia Jabeen, & Ahmed Alharmoodi – The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement Sadia Jahanzeb, Dave Bouckenooghe, Tasneem Fatima, & Madiha Akram – Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias Loren J. Naidoo, Charles A. Scherbaum, & Roy Saunderson – Employee recognition giving in crisis: a study of healthcare workers during the COVID-19 pandemic Fu Yang & Mengqian Lu – When humor masks abuse: employee responses to abusive supervision through the lens of relational energy Anthony K. Hunt, Jia Wang, Amin Alizadeh, & Maja Pucelj – Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts Lisa H. Rosen, Shannon R. Scott, Darian Poe, Roshni Shukla, Michelle Honargohar, & Shazia Ahmed – Too tired to not reconsider the way we work: mothers’ lessons learned teleworking during COVID-19 Mingqiong Mike Zhang, Jiuhua Cherrie Zhu, Helen De Cieri, Nicola McNeil, & Kaixin Zhang – Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis Ellen Choi, Nadège Levallet, & Mehak Bharti – Mindfulness and psychological capital: examining the role of intention from the person perspective in a multi-week mindfulness training program #research #management #humanresources

Paper spotlight: Hui (Vivi) Zhang & Luciara Nardon – Mentoring global talent: an integrative review. Keep reading for key takeaways from this research. Focusing on a diverse group of global talent (i.e., expatriates, immigrants, refugees, and international graduates), this integrative review explores the role of mentoring in global talent management. Mentoring contributes to the development of employees within multinational enterprises. Pre-employment mentoring can be a powerful recruitment and selection tool to help organizations create a global talent pool. The review provides suggestions for future research on international mentoring and practical implications for organizations to tap into global talent. Read the full paper here: https://lnkd.in/eh6Z_N33 #research #review #mentoring #global #talent #talentmanagement #management #international #recruitment #selection #employees

Paper spotlight: Bilqees Ghani, Muhammad Abdur Rahman Malik, & Khalid Rasheed Memon – Effects of performance appraisal on employees’ extra-role behaviors and turnover intentions – A parallel mediation model. Keep reading for key takeaways from this research. By looking at performance appraisal as a social exchange process rather than an assessment tool, policymakers and HR managers can broaden the scope of performance appraisal within organizations, which can bring multiple advantages for both the employees and the organization. This study educates managers about the social aspect of the appraisal process, which is extremely important in shaping employees’ favorable intentions and behaviors towards their organizations. The study urges practitioners to find new approaches to performing quality appraisals that consider employees’ social needs. It is crucial to develop and implement performance appraisal protocols that employees perceive as fair, transparent, and motivating. These employees reciprocate the favorable performance appraisal by making contributions towards achieving company goals, participating in employee voice actively, and by deciding to stay with the organization.   Read the full paper here: https://lnkd.in/eBfQ48Gx #research #management #performanceappraisal #performance #turnover #appraisal #commitment #empowerment #organizations #humanresources