In the eyes of Janus:the intellectual structure of HRM-performance debate and its future prospects

Purpose The purpose of this paper is to offer a perspective on the future of the human resource management (HRM)-performance debate and its prospects for interaction with practice by evaluating the debate's intellectual structure. Design/methodology/approach With co-citation analysis the paper examines the intellectual structure that informed the HRM-performance debate. The findings were presented to a group of academics, who have been influential in the development of the debate. In several rounds of a quasi-Delphi interaction they discussed the state of the art, future development of the debate, upcoming theoretical sources of inspiration and topics on which they (dis)agreed. Findings The dominant knowledge domain is built upon resource-based view, social exchange theory, human capital theory, institutional theory and critical perspective. It became well established in the mid 1990s, when the strategic HRM domain merged with the high performance work systems domain, thus forming the conceptual backbone of the debate. More recently the debate has been informed by review studies, meta-analyses and critical reflections on the current methodological paradigms, which is aligned with the debate's life cycle stage. Originality/value The paper highlights the theoretical foundations of the HRM-performance debate and gives valuable suggestions on how to take the field forward along with important implications for researchers and their relationship with the business community. Keywords: High performance work systems, HR strategy, Organization effectivenes

The role of organizational context in fostering employee proactive behavior: The interplay between HR system configurations and relational climates

Emphasizing the role of the organizational context and adopting a multilevel approach, we propose that the interplay between HR system configurations and relational climates has a cross-level effect on employee proactive behavior. Using a sample of 211 employees in 25 companies, we show that the laissez-faire context - featuring a combination of a weak compliance HR configuration and a strong market-pricing relational climate - is better suited for fostering employee proactive behavior than the nurturing context, which is characterized by a strong HR commitment configuration and a strong communal-sharing relational climate. We also found that combining a strong HR commitment configuration with a weak communal-sharing climate is associated with more employee proactivity. We discuss what our findings suggest about the interaction between HR system configurations and organizational climate dimensions and about their role in influencing individual-level outcomes

Minimizing the effects of defensive routines on knowledge hiding though unlearning

Knowledge hiding is an activity that often comes naturally to humans. When we are children, our parents hide certain information to protect us. As we age, we learn to develop defensive routines to protect ourselves and our weaknesses through knowledge hiding. In this study, intentional unlearning are assemblages of knowledge structures that individuals engage in to put aside certain number defensive routines and thus minimize their effects on hiding or misapplication of knowledge. This study analyses the applicability of an unlearning model focused on the effects of defensive routines on knowledge hiding. The empirical research is conducted with 122 airline travelers using two surveys (one in Spanish and the other in English). Since the travelers flew during the pandemic, they would have experienced first-hand the presence of defensive routines in the face of the new sanitary and safety measures. Data is analyzed using SmartPLS 3 for Windows. The results suggest that intentional unlearning is negatively related to defensive routines and furthermore that these routines are positively related to knowledge hiding. The results stand to improve the quality of service within airports and are beneficial for organizations undergoing change initiatives.We are grateful to the anonymous reviewers and editors who participated in the first reviews of this study

Sustainable graduate employability: an evaluation of ‘brand me’ presentations as a method for developing self-confidence

This paper evaluates ‘brand me’ presentations as a method for developing employability-related self-confidence (ERSC). Measurements of ERSC were taken at three points in time from a sample of 105 full-time business and law students at a UK university. These were analysed alongside student feedback, assessment artefacts, and semi-structured interviews with students and lecturers. Findings indicate that ERSC increases over time, skills are learnt, and new behaviours are developed. We contribute to sustainable graduate employability literature by empirically demonstrating theoretically proposed links between career management learning and ERSC. Furthermore, we show that self-confidence may be a situated behaviour, rather than a fixed trait, which generates practical suggestions for career management teaching. We join the teaching excellence debate by demonstrating a method to measure learning gain in higher education. We also add to research methods knowledge by adapting an evaluation framework from the Human Resource Development field for use in this context