Knowledge that Transforms

This study contributes to the diversity literature by probing whether diversity papers are cited as frequently as nondiversity papers in management and industrial/organizational (I/O) psychology journals. Based on the stigma‐by‐association theory, I argue that as a result of their association with minority groups, diversity papers may be devalued and thus “othered” by scholars. Using a citation analysis of 46,930 papers published in 29 peer‐reviewed management and I/O psychology journals, I present empirical evidence in Study 1 that diversity papers were cited significantly less frequently than nondiversity papers. The authors' gender and institutional prestige, journal tier and domain, and year of publication were not moderators. In Study 2, I used a scenario experiment to demonstrate the stigma‐by‐association effect. The authors' gender demonstrated a significant moderating effect in this experiment.

Drawing on social resources theory, we examine the impact of developmental job experience (DJE) on employees' job performance and the role of the team context in this relationship. In a multisource, multiwave dataset of 354 employees working on 40 teams in seven Chinese companies, we find that DJE has a positive indirect relationship with job performance through increasing employees' information and support seeking. This positive indirect relationship is stronger for employees on teams with a high average DJE and low variance in DJE; it is significantly weaker for employees on teams with a low average DJE and a high variance in DJE. These results reveal that the work and team contexts play important roles in the relationship between DJE and employees' work outcomes.

Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.

Safety literature has traditionally focused on identifying and managing risk factors that lead to safety outcomes (e.g., injuries, accidents, death) at work. The current study takes a new perspective on employee safety and proposes that safety‐related experience has more general work implications. Drawing on theories of stress coping and workplace anxiety, we test a mechanism on how employees’ daily experiences of safety threats are related to their work behavior via negative emotional reactions. Specifically, we focus on employees’ experiences of safety violations on the way to work and at work during the ongoing struggles with COVID‐19. Our daily diary study (Level 1 N = 778, Level 2 N = 84; office workers in South Korea) shows that experiencing safety violations during the daily commute and at work is associated with increased state health anxiety at work, which then translates into work withdrawal on that day. Furthermore, we introduce organizational safety climate as an important mitigating factor of this stress‐coping process, as such a climate can emphasize management's commitment to safety.

Asynchronous video interviews (AVIs) are a form of one‐way, technology‐mediated selection interview that can help streamline and increase flexibility in the hiring process and are used to hire millions of applicants per year. Although applicant reactions to AVIs in general tend to be more negative than with traditional interview modalities, AVIs can differ widely in how they are designed. For instance, applicants can be provided with more or less preparation time, response length, rerecording options, or rely on different question formats. This study examines how AVI design features impact applicant reactions, as well as the moderating role played by applicant age and gender. Data from 27,809 real job applicant's AVI experiences were collected in 11 countries (69.3% English‐speaking) from 33 companies and relating to 72 types of positions. Data were fitted with linear mixed‐effects models to account for nesting. Results showed that allowing more preparation time and offering the opportunity to rerecord responses were related to more favorable reactions, while including more questions was related to more negative reactions. Applicants above the age of 31 reacted especially negatively to AVIs with more questions while those below the age of 30 preferred being allocated longer maximum response lengths. Women reacted more positively to increased preparation time. These findings might help both AVI vendors and hiring organizations design AVIs that facilitate a positive applicant experience. Our research also expands knowledge on applicant reactions to interviews, highlights crucial differences from traditional formats, and calls for integrating applicant characteristics into current theoretical frameworks on applicant reactions to AVIs.

Relational analytics—the leveraging of data on workplace relationships—acts as a complement to traditional people analytics and moves scholars and practitioners closer to an understanding of the realities of the modern workplace. This article serves as a primer for relational analytics by highlighting the potential of the perspective for human resources, the levels of analysis that can be used to study relational analytics, and some of the common theoretical perspectives employed in this area. We introduce the 15 articles in the special issue by positioning them within broader trends we see in the field of relational analytics. Finally, we provide commentary on challenges and future directions in relational analytics with a focus on how the articles in this special issue may serve as examples of best practices and inspiration for future research and practice.

As an emerging topic in human resource management (HRM) research, organizational citizenship behavior for the environment (OCBE) and workgroup green advocacy (WGGA) have been studied as a proxy of the environmental performance of organizations as well as a potential way for companies to assess the impact of their environmental strategies and initiatives. Viewing OCBE and WGGA as green-focused knowledge, skills, abilities, and other characteristics and building on leader-member exchange theory, we examined the effects of leaders' OCBE and WGGA, person-supervisor fit (PSF), and person-group fit (PGF) as well as their potential interactions on members' OCBE and WGGA. To minimize the potential impact of different company strategies, the study was conducted in one MNC using a sample of 269 members from 64 teams. The results revealed that PSF and especially PGF were associated with members' OCBE and WGGA, but leaders' OCBE was a stronger predictor of members' OCBE and WGGA than leaders' WGGA. Contrary to our prediction, no moderating effect of PSF or PGF was found for the associations between leaders' and members' WGGA and OCBE. Together, these findings shed light on the differential trickle-down effects of leaders' perceptions and behaviors in the context of environmental management. As for the implications for HRM practitioners, our findings suggest companies may focus on leaders' OCBE and WGGA as well as on PSF and PGF independently as the means to shaping team members' OCBE and WGGA to support environmental strategies.

Although guilt is often considered the most prevalent emotional outcome of work–family conflict (WFC), most work–family research focuses on family‐related guilt stemming from work interference with family, rather than job‐related guilt stemming from family interference with work (FIW). In addition, there is little understanding of how different employee social groups experience the implications of FIW in their daily lives. To address these research gaps, this study explores the relationship between daily FIW and job‐related guilt, and its subsequent impact on job satisfaction. It also investigates variation in these relationships by (1) gender and (2) the intersection of gender and ethnicity. Bayesian multilevel structural equation modeling using data from 5‐day diary surveys from 210 solicitors in Britain shows daily FIW is associated with higher job‐related guilt and subsequently lower job satisfaction. The relationship is stronger for women than men in general, but is also stronger for South Asian women than white British women (and men), and for South Asian men than white British men. This suggests that studies focusing on single social group characteristics (e.g., gender) are likely to obscure intersectional effects that might produce significant within‐group variation. The findings also highlight the importance of integrating workplace inequality arguments into theorization of WFC.

Although research identifies analytical and storytelling skills as the two broad human capital inputs required to perform people analytics, further research is required to better understand how People Analysts that is, the enactors of people analytics, perceive the impact of these skills on their performance. Accordingly, this study draws on the human capital resource (HCR) and HCR complementarity frameworks to investigate the individual and collective impact of analytical and storytelling skills on People Analysts perceived job performance. A mixed‐method sequential explanatory research design is adopted, finding mixed results. Consistent with existing research, results from Phase 1 find People Analysts perceive storytelling skills to be positively associated with their job performance. However, contrary to existing claims, the findings reveal that analytical skills are only perceived to be significant in influencing People Analysts job performance when combined with storytelling skills, supporting a complementarity HCR relationship. To further explain the findings from Phase 1, Phase 2 involved collecting data from 50 people analytics professionals via semi‐structured interviews. Results from the thematic analysis reinforce the survey findings while also illustrating that People Analysts perceive the complementarity relationship between analytical and storytelling skills as important for improving job performance. Accordingly, we argue that debate in this area should be reframed to acknowledge the necessity of complementarities in building people analytics capabilities.

When does pay dispersion elicit positive or negative employee attitudes? A review of the pay dispersion literature indicates a controversy around this vital question and suggests that numerous contingency factors moderate the effects of pay dispersion. In an empirical study of four Finnish companies consisting of 141 work units, we examine contingencies in attitudinal reactions to job‐based pay dispersion among blue‐collar workers. Based on archival pay data matched with employee survey responses ( n = 536), we find that perceptions of pay basis legitimacy, task interdependence, and an individual's pay standing within the work unit explain the strength and direction of the relation between job‐based pay dispersion and employee attitudes (i.e., work engagement and organizational commitment). Our findings have implications for the design of pay systems and contribute to a better appreciation of the complexities underlying employee attitudinal responses to pay dispersion.