Knowledge that Transforms

ABSTRACT 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.

ABSTRACT 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.

ABSTRACT In the gig economy, the role of artificial intelligence (AI) in managing human resource functions such as task allocation and performance management is increasingly significant. However, there is limited understanding of how the reliability of these functions, as experienced by workers, impacts their trust and engagement. Grounded in the transactional model of stress and coping, this study examines the influence of experienced algorithmic reliability on gig workers' trust in their platforms and their subsequent work engagement. We further explore how occupational stigma consciousness moderates this mediated relationship. Through a time‐lagged survey of 332 gig workers, our findings indicate that reliable algorithmic management experiences significantly enhance trust and subsequently work engagement. Moreover, this relationship is complicated by occupational stigma consciousness, which can diminish the positive effects of algorithmic reliability on trust and engagement. This study deepens our understanding of technology‐mediated work environments, emphasizing the critical role of workers' experiences with AI‐driven HRM functions in enhancing engagement and well‐being.

ABSTRACT Quiet quitting (QQ) has emerged as a prominent topic in both popular press and academic research, reflecting shifts in employees' engagement, effort allocation, and responses to contemporary work pressures. This review synthesizes findings from 11 papers published in a recent Special Issue on The Disquiet of Quiet Quitting . We integrate conceptual, empirical, and methodological insights from these papers and other recent literature to clarify what QQ is and what it is not. We highlight the multidimensional nature of QQ, distinguishing deliberate and passive forms, reactive versus value‐driven motivations, and variations in scope and behavioral expression. We then propose a 2 × 2 typology of quiet quitters (Protesters, Faders, Boundary Setters, and Indifferent Drifters) constructed along two key dimensions, intentionality and motivational basis, to capture the heterogeneity of behaviors and underlying motives. Finally, we discuss implications for theory, measurement, and practice, emphasizing how QQ signals broader dynamics in employment relationships, including fairness, well‐being, and sustainable engagement, and we identify directions for future research, including longitudinal, multi‐level, and cross‐cultural investigations.

ABSTRACT Although formal accommodations are required by law across many jurisdictions, many employees seek informal adjustments to their work conditions. These individualized work arrangements are not rooted in legal compliance but are instead provided at managers' discretion. Employees without disabilities routinely ask for changes to their work conditions (e.g., flexible work arrangements), and these changes often mirror those requested by employees with disabilities. Using Social Exchange Theory as our conceptual lens, we examined the critical role of managers' decision‐making on informal accommodation requests through three policy‐capturing studies. As hypothesized, managers were more likely to grant informal accommodations to employees with longer tenure, stronger task performance, and more citizenship behaviors. Moreover, tenure consistently had the strongest influence on accommodation intentions. Managers were also more likely to grant informal accommodations for disability reasons than for family‐related reasons, contrary to our expectations. Our research offers novel insights into how managers view informal accommodation requests from employees with and without disabilities. This study provides crucial theoretical contributions to the human resource management literature and informs practical considerations on issues faced by managers and organizations.