Knowledge that Transforms

Organizations implement talent management (TM) programs to improve retention. However, results are mixed on whether these programs reduce talent turnover. Applying the social identity theory, we predicted that talent nomination in a TM program reduces workgroup identification and increases turnover intention. We also hypothesized that on‐the‐job embeddedness mitigates this unintended effect. Our three‐wave survey study, conducted over 2 years with 352 employees at a multinational machinery manufacturing company in China, included 45 employees recently identified as talents. Results showed that talents had lower workgroup identification than their non‐talent peers, but this did not lead to higher turnover intention. We found that on‐the‐job embeddedness had a moderating role: talents with low embeddedness reported lower workgroup identification and higher turnover intention than non‐talents, whereas those with high embeddedness showed no such difference. This study highlights that TM programs can prompt thoughts of leaving among talents; however, job embeddedness can buffer these negative effects.

As return‐to‐office (RTO) policies grow in popularity, firms are struggling to quell resistance from employees—especially since RTO policies inherently restrict autonomy over where work occurs. Integrating HRM system strength and signaling theory with our critique that firms are often depicted as far more passive in the work‐life flexibility literature than they are in practice, we theorize a process of RTO conversion as to how firms address the recoil effect they create (i.e., employee resistance) when introducing RTO. We conceptualize employees' perceptions of RTO as a continuum ranging from “employer‐friendly” (low) to “employee‐friendly” (high) based on the extent to which firms consider and rectify how on‐site requirements misalign with employees' preferences for autonomy over where work occurs. Our work underscores the complexity of how RTO unfolds in practice, involving ongoing, dynamic efforts across multiple business functions to convert and sustain perceptions of RTO as employee‐friendly. A core theme throughout is that an emphasis on quality of work life—specifically, enhancing the physical and psychosocial features of the workplace to improve employees' extrinsic and intrinsic on‐site experiences—functions as a potentially viable substitute for autonomy over where work occurs. We also discuss implications for CEOs, HR leaders, strategy, policies, and practices.

Divergent viewpoints have been shared regarding “return to office” mandates, which have aimed to reverse trends toward increased remote work. Employees affected by such recent mandates have generally reacted unfavorably, in many instances deciding to leave their organization, or in other instances withdrawing efforts. A recent trend that has been discussed as related to this issue is “quiet quitting”, which in part refers to withholding extra effort beyond satisfying minimum job requirements. Drawing from Self‐Determination Theory and Psychological Contract Theory, we investigated work arrangements that may foster different work outcomes, including behaviors associated with quiet quitting, such as neglect, reduced voice, and reduced citizenship behavior. Specifically, we examined differences in employee attitudes and behaviors as a function of three work modalities, including (1) fully in‐person, (2) fully remote, and (3) hybrid work. Results generally indicated more favorable outcomes for employees in a hybrid modality compared with in‐person or remote roles.

The increasingly crucial algorithmic Human Resource Management (HRM) field is spawning two research streams: Algorithmic monitoring and algorithmic control. Yet, the conceptual differences and interplay between them have been largely confused and ignored in research and practice. This study clarifies their conceptual differences by exploring their interplay effect on gig workers' technostressors. Based on the stress and coping theory, a partial least squares structural equation modeling analysis by running data from 407 gig workers participating in a three‐wave time‐lagged survey was conducted. Results show that observational or interactional algorithmic monitoring hinders or promotes gig workers' self‐efficacy via both challenge and threat technostressors, respectively. While enhancing the positive effect of interactional algorithmic monitoring on self‐efficacy via threat technostressors, guiding algorithmic control attenuates the negative effect of observational algorithmic monitoring on self‐efficacy via challenge and threat technostressors, which contrasts with prior algorithmic HRM literature considering algorithmic control as a universally “bad thing” by workers. These findings deepen the understanding of the algorithmic HRM realm by revealing the differences and interplay between algorithmic monitoring and algorithmic control. Operators should differentiate and synergize control and monitoring functions by emphasizing outcomes that the interplay between algorithmic HRM systems has on the workforce.

Board directors who identify as lesbian, gay, bisexual, transgender, queer, and other identities (LGBTQ+) are now more visible at the corporate apex, as the attainment of diversity, equity, and inclusion at the upper echelons is a goal for many organizations, researchers, and policymakers worldwide. The visibility of LGBTQ+ directors implies the shift toward truly diverse boards that demonstrate commitment to the provision of equal career opportunities and empowerment for all types of individuals. However, we still lack knowledge regarding the relationship between LGBTQ+ board representation and firm outcomes. Drawing on upper echelons and signaling theories, we examine a sample of Fortune 500 companies to identify how LGBTQ+ directors influence their firm values. Our OLS regressions on an unbalanced panel dataset of 441 firms in 2021–2022 reveal that the visibility of LGBTQ+ directors is positively associated with enterprise value, and this relationship is mediated by environmental, social, and governance performance, which can be attributed to corporate social performance. Our research contributes to the literature by showing how the visibility of LGBTQ+ status in the boardroom can matter on firms.

Research on corporate sociopolitical activism (CSA) is in its infancy, and more research is needed to examine its effects on employees. We draw from the tenets of Signaling Theory to develop and test a model of how organizations' antiracist signaling after a racial injustice event, as a form of CSA, communicates that racial justice is valued sincerely by organizations, and in turn, motivates employee commitment to diversity—both at work and in their personal lives. We also explore boundary conditions (i.e., climate for inclusion, employee race) of this relationship. We test our model with data collected from 367 employees (37.6% Black, 62.4% White) across 4‐time waves, each 1 month apart, using a mixed‐methods (quantitative and qualitative) approach. Results suggest that organizations are viewed as most sincere when they engage in signaling that includes both words (i.e., releasing a statement) and actions (e.g., hiring a diversity officer) relative to when they don't engage in these words and/or actions. Moreover, when organizations signaled a sincere commitment to antiracism with both words and actions, employees were more committed to diversity at work and in their personal lives, though actions taken by the organization were especially important. Moreover, a strong climate for inclusion reduced the need for actions, while a weak climate for inclusion increased the need for a statement. Theoretical, research, and practical implications are discussed.

Uncertain times—such as periods of political turmoil, economic instability, health, or climate crises—can diminish individuals' perception of control over their environment. This paper hypothesizes that reduced perceptions of control may impact how individuals relate to their work, specifically, triggering quiet quitting, where employees intentionally refrain from tasks beyond their job requirements. Evidence supports this hypothesis: for example, the phenomenon of quiet quitting has resurged in the post‐pandemic era, coinciding with a significant decline in workers' perceived control around that time. However, no research has yet explored the relationship between perceived control and quiet quitting. Drawing on motivation theory, this paper posits that workers' perceived control, reflected in their beliefs about the effort‐reward link, can explain quiet quitting. To test this, we conducted two extensive online surveys with two main objectives: first, to conceptually refine and operationalize the construct of quiet quitting with a 5‐item scale; second, to examine the relationship between perceived control and quiet quitting. Our findings reveal a significant negative association between workers' perceived control and their propensity to engage in quiet quitting. This relationship is partially mediated by a reduced affective commitment to the employer and an elevated sense of replaceability. A direct implication of our results is that initiatives aimed at restoring workers' sense of agency at work might reduce quiet quitting behaviors.

This paper studies the downstream effect of expatriate managers' personal financial insecurity on team innovation. Building on resource allocation theory, we propose a moderated serial mediation model. Using four‐wave, multi‐source survey data from 99 R&D expatriate teams within large technology companies in emerging markets, we find that expatriate managers' personal financial insecurity is negatively related to team innovation first through a lower level of state learning goal orientation in the last month, and subsequently through a lower level of intellectual stimulation behavior. The negative effect of expatriate managers' personal financial insecurity on state learning goal orientation is weakened when professional identification is higher (vs. lower). Theoretical and practical implications are discussed.

This study aims to advance current understanding concerning situational cues that trigger identity threat at the workplace among temporary workers and associated effects on their integration outcomes in the flexible employment scenario. We used the social identity threat theory to empirically investigate the impact of the extent to which regular employees' job conditions are superior to those of temporary workers on these workers' outcomes, through the identity threat. In addition, we examined the moderating role of organizations' social integration practices. We conducted two empirical studies involving technical temporary workers in Chinese companies, in which we used polynomial regression analyses and response surface modeling. In Study 1, using a two‐wave time‐lagged design, we analyzed data from 480 temporary workers, and in Study 2, using a three‐wave time‐lagged multi‐source dyadic design, we analyzed matching data from 371 temporary workers and 64 supervisors. Our findings indicate that the extent to which regular employees' job conditions surpass those of temporary workers is positively associated with identity threat among the latter, increasing their turnover intention and undermining their job performance. Moreover, temporary workers' perceptions of their organizations' social integration practices weaken the effects of the extent to which regular employees' job conditions surpass those of temporary workers. Thus, this study contributes to related literature on social identity threat and temporary workers, and to practice, by offering offers insightful implications for managers to effectively manage this threat.

Amidst the decline of permanent employment contracts and the rapid shortening of career cycles, organizations often face challenges in fully capitalizing on employee mobility. This study adopts a multilevel perspective to explore how mobility impacts both individual and team performance, focusing on acquiring colleague‐specific human capital through two talent acquisition strategies: boomerang hiring and pipeline‐based hiring. Using a unique Major League Baseball database spanning 41 years, including 19,927 player‐year records and 1156 team‐year records, our analysis reveals that individuals engaged in boomerang and pipeline‐based hiring and possessing higher levels of individual colleague‐specific human capital, experience greater benefits from mobility in terms of individual performance. Moreover, these hiring strategies allow organizations to effectively harness colleague‐specific human capital. Specifically, team performance is positively influenced by a greater proportion of boomerang hiring through team colleague‐specific human capital resources. Similarly, a higher ratio of pipeline‐based hiring, alongside other recurrent hiring practices, positively impacts team performance through team colleague‐specific human capital resources. Our findings provide valuable insights for organizations aiming to rejuvenate their colleague‐specific human capital resources through strategic hiring practices to achieve sustained success.