Knowledge that Transforms

Despite the widespread adoption of artificial intelligence (AI) in human resource management (HRM) practices, developmental feedback provided by AI does not always achieve its intended effectiveness. Drawing on the Pygmalion theory and the literature on human‐AI interactions, we propose that individuals perceive lower expectation when AI provides developmental feedback, compared to human feedback providers. Perceived expectation positively influences individual learning (i.e., learning motivation and learning performance) and mediates the relationship between feedback provider (human vs. AI) and individual learning. Furthermore, we propose that feedback recipients may perceive higher expectation from anthropomorphic (vs. non‐anthropomorphic) AI, leading to greater learning outcomes. Our findings provide support for these predictions through two scenario‐based experiments (Studies 1 and 2) and a field experiment (Study 3) across a variety of learning contexts. This research sheds new light on the underlying mechanisms of human‐AI interaction and offers practical implications for organizations seeking to utilize AI technology more effectively in employee learning and development.

Drawing on research on political ideology and the HRM literature, we postulate that the degree to which CEOs are politically liberal will affect firms' use of employee stock ownership plans (ESOP) and work‐family benefits in two distinct ways. First, political liberalism increases CEOs' motivation to practice egalitarianism (including more equal compensation). Second, liberalism steers CEOs to be open to practices that foster social changes. Hence, we contend that CEO political liberalism will increase the firm's likelihood of implementing ESOP and work‐family benefits. Further, we suggest that certain contingencies will moderate these associations. Results derived from a dataset of Fortune 500 firms based in the US from 2002 to 2018 ( n = 2,363) support our arguments. We measured ESOP by a binary variable indicating whether a firm implemented any stock ownership program in a year, while work‐family benefits was captured by a dummy suggesting whether a firm had a work‐life balance policy in a year. Our findings contribute to the literature on HRM practice implementation and political ideology.

The emergence of Artificial Intelligence (AI) has dramatically impacted human decision‐making, productivity, and human agentic role delivery, thereby transforming HRM practices, particularly in recruitment and selection. Traditional recruitment and selection methods involve the dynamic interplay of structure and human agents. This interplay is changing with the emergence of human‐technology‐conjoined agencies that share task delivery and role performance responsibilities, thereby altering and creating new recruitment and selection routines. We conducted an exploratory qualitative study with 43 HR and talent acquisition leaders in a high‐growth emerging market context to understand the transformational role of discriminative and generative AI technology agencies in changing recruitment and selection practices. This study contributes to existing HRM literature by demonstrating the impact of discriminative and generative AI in recruitment and selection and the simultaneous human‐AI collaboration and algorithmic management of humans emerging as a consequence. Furthermore, we theorize the transformational changes in structures and processes across the entire recruitment and selection process emerging from conjoined agencies.

People may infer others' social class based on signals such as clothing, accents, university attended, or leisure activities. In recruitment and selection, such incidental social class signaling by candidates may occur, as information like this is often shared by candidates in application materials. Whether or how the visibility of candidates' social class information influences candidate evaluations, however, remains poorly understood. Building on signaling theory, we propose that social class level influence hiring decisions most when they contain job‐relevant content, particularly in roles that directly influence an organization's image to external stakeholders. We followed a three‐step, multi‐study approach: (1) developing stimulus materials in the form of interview response transcripts; (2) conducting two validation studies ( N = 100 and N = 108, respectively), and (3) conducting a pre‐registered online vignette main study ( N = 226). Results reveal that candidates with higher‐class signals were favored only when the class signals conveyed job‐relevant content. This class effect was most pronounced in roles that directly influence an organization's image, operationalized as high customer contact positions. Moreover, our findings show that perceptions of job fit, rather than cultural fit with the organization, drove these biased hiring evaluations. This study enhances our understanding of job‐level variations of social class bias in recruitment and underscores the importance of aligning job requirements closely with the role‐relevant core competencies to foster more equitable hiring practices.

Reflecting a more balanced employer–employee relationship in which employees have latitude to shape aspects of their employment, idiosyncratic deals (i‐deals) are voluntary, personalized, nonstandard agreements that employees negotiate with their employers. In teams, i‐deals differentiation (i‐deals D ), the extent to which the degree of these arrangements varies across members, is a key form of HR differentiation. While research has largely emphasized its negative effects, we propose that the impact of i‐deals D on team effectiveness depends on the type of i‐deals. We focus on career, flexibility, and task i‐deals, the most common types of i‐deals that employees across different jobs can negotiate with their manager. Drawing on social comparison theory, we argue that career and flexibility i‐deals D relate positively to team relationship conflict, and in turn associate with lower customer‐related outcomes. In contrast, task i‐deals D relate negatively to team relationship conflict, and subsequently associate positively with customer‐related outcomes. We test our model in two samples: a field study with three‐source data collected from 59 stores of a national restaurant chain located in the United States (Study 1) and a field study with two‐source data collected from 108 teams from three service companies located in China (Study 2). Across both studies, flexibility i‐deals D and task i‐deals D had a negative and a positive association, respectively, with team customer‐related outcomes via team relationship conflict, while career i‐deals D was unrelated to our outcomes of interest. We advance the literatures on i‐deals and HR differentiation, and offer practical insights into the implementation of i‐deals D in teams.

The extant voice literature is largely Anglo‐American and often assumes formal, management‐designed or union voice channels, which may not always be accessible to employees in non‐Western, autocratic developing countries where silence is often forced upon employees. Given this unfavorable context for voice, how do employees navigate managerial constraints to assert their agency? Drawing on ethnographic research in a multi‐site manufacturer of auto parts in Iran, we show how formal voice channels are set up by employers, how voice flows through these management mechanisms, the employee experience of the process, and how employees respond by developing their own informal channels. The findings highlight the importance of viewing voice through a dynamic, context‐bound lens, and how, if voice does not flow to managers, it can flow around them. We show how management's espoused effort to promote voice resulted not only in less voicing but also counterproductive work behavior. These findings advance a contextualist perspective of employee voice, highlighting how local contexts shape worker agency in articulating their voices, and offering key insights for HRM practices, especially in designing strategies that account for cultural and organizational dynamics.

With the passage of cannabis‐friendly legislation in the U.S., cannabis use is on the rise and poses increasing challenges to managing human resources in the workplace. However, the literature offers a limited understanding of its long‐term implications for career outcomes. Drawing on social selection theory, we argue that cannabis use negatively influences one's extrinsic career outcomes (i.e., income and occupational prestige) over time via lowered job complexity. Furthermore, based on social causation theory, we propose an alternative model in which higher job complexity reduces cannabis use over time to facilitate one's extrinsic career outcomes. Using 8 years of longitudinal panel data from multiple sources, we found support for the hypothesized reciprocal effect between cannabis use and job complexity and their influences on income and occupational prestige. Moreover, the impact of job complexity on extrinsic career outcomes via cannabis use was stronger than the impact of cannabis use on extrinsic career outcomes via job complexity. We discuss this study's theoretical and practical implications for cannabis use and human resource management research and practice.

This article investigates how human resource (HR) practices affect organizational outcomes in one of the newest areas of service work: the gig economy. Combining theory on multi‐sided markets and strategic human resource management, this article explores how platform companies' use of HR practices can lead to improved worker retention. Specifically, we focus on one important aspect of retention: preventing workers from simultaneously working for a rival platform, a practice known as multi ‐ homing . Drawing on original qualitative and quantitative data from the ride‐hail industry, we demonstrate that the introduction of HR practices reduces gig workers' tendency to multi‐home.

The increasing awareness and use of family‐friendly work activities (FFWAs), also known as work‐life benefits, highlights their importance for both employees and organizations. Despite the importance of these activities for both employees and organizations, the existing literature is fragmented, lacking a clear consensus on their conceptualization and measurement. In this review, we content analyze conceptual and methodological aspects of the FFWA literature. Specifically, applying the systems perspective from the strategic human resource management (SHRM) literature, we introduce and conceptualize family‐friendly work systems (FFWS), define their key domains, specify the FFWAs within them, and clarify their hierarchical structure (i.e., policies, practices, and processes). Building on the FFWS model, we evaluate potential sources of heterogeneity in current research. By identifying inconsistencies as well as strengths and weaknesses in the existing literature, this review provides a timely contribution that can guide future research and offer practical recommendations for policymakers and organizations striving to create more family‐friendly workplaces.

While increasing evidence supports the workplace benefits of green human resource management (HRM) practices, this research explores how and when employees' experiences with these practices influence their green behaviors at home. Drawing on the work‐home resource model, this study examines the dual mechanisms of green job demands and resources while also exploring the moderating role of proactive vitality management. Study 1, a four‐wave time‐lagged survey, revealed that experienced green HRM practices were associated with both green job demands and green job resources. On the one hand, green job demands led to increased green job fatigue, which in turn reduced green behaviors at home. On the other hand, green job resources fostered green self‐efficacy, which subsequently enhanced green behaviors at home. Importantly, the negative indirect relationship between green HRM practices and green behaviors at home via green job demands and green job fatigue was stronger when employees' proactive vitality management was low, whereas the positive indirect relationship via green job resources and green self‐efficacy was stronger when proactive vitality management was high. Study 2, a four‐wave cross‐lagged survey, replicated the findings of Study 1 and further clarified the causal direction of these relationships. This research contributes to the literature on green HRM practices by uncovering their cross‐domain implications and highlighting both their benefits and costs.