The implications of telework for employee obesity

Purpose – The purpose of this paper is to conceptualize the indigenous concept of suzhi at individual and organizational levels, and identify its dimensions for human resource management (HRM) research and practice in China. Design/methodology/approach – Based on a comprehensive review of suzhi literature, Chinese cultural and historical literature, as well as Western mainstream HRM research, a multidimensional suzhi framework is conceptualized. Findings – As an indigenous expression, suzhi can be and has been adopted for Chinese HRM research and practice. As a multidimensional construct, one’s cognitive suzhi is jointly determined by corresponding moral suzhi, wenhua (knowledge-based) suzhi and zhuanye (professional) suzhi. Cognitive suzhi, in turn, determines one’s behavioral suzhi that drives employees to enhance organizational performance, and this relationship is moderated by psychological suzhi. Research limitations/implications – The proposed framework provides new insight for Chinese indigenous management research, particularly in developing suzhi measurement for different dimensions. It also informs HRM practices in recruiting, selection, performance analysis and employee career development. Originality/value – The complexity of suzhi dimensions from an organizational HRM perspective is analyzed. The resulting suzhi framework offers new insight for HRM research and practices in China.

Self-report questionnaires are the predominant method used in human resource management (HRM) research to assess employees’ work-related psychological constructs (e.g., processes, states, and attributes). However, this method is associated with significant shortcomings, including the introduction of self-serving bias and common method variance when used exclusively. In this chapter, the authors challenge the assumption that individuals themselves are the only accurate source of the self-focused information collected in HRM research. Instead, the authors propose that other-ratings – ratings of a target individual that are provided by a workplace observer, such as a coworker, supervisor, or subordinate – can accurately assess commonly measured work-related psychological constructs. The authors begin by explaining the advantages of other-ratings for HRM research and practice, reviewing the history of other-ratings and how they emerged in the personality and person-perception literature, and outlining how they have been used in HRM research to date. Then, the authors build upon Funder’s (1995) realistic accuracy model to develop a theoretical argument detailing why workplace others should be able to accurately judge how another employee thinks and feels about work. Next, the authors highlight existing evidence in the literature on the accuracy of other-ratings and present the results of a preliminary meta-analysis on the ability of other-ratings to predict self-ratings of work-related psychological constructs. Finally, the authors discuss potential moderators of other-rating accuracy and reflect on a number of practical considerations for researchers looking to use other-ratings in their own work. The authors intend for this chapter to meaningfully contribute to the larger conversation on HRM research methods. Other-ratings are a simple, yet powerful, addition to the methodological toolkit of HRM researchers that can increase flexibility in research design and improve the overall quality of research.

This study determined the perceptions of the human resource management (HRM) practitioners in the province of Romblon about e-recruitment. Significant predictors of their attitude and intention to use e-recruitment were also analyzed using the Technology Acceptance Model (TAM). Variables such as age, sex, years of experience as an HRM practitioner, awareness of e-recruitment, proficiency in technology use, perceived ease of use, perceived usefulness and attitude towards e-recruitment were tested. Thirty-one HRM practitioners were surveyed online using a modified questionnaire on e-recruitment perceptions. Results revealed that the respondents have highly favorable perceptions about e-recruitment. Their attitude towards e-recruitment was mainly influenced by their perceptions of ease of use and usefulness (R2=66.7%). On the other hand, their intention to use e-recruitment is influenced by their attitude towards this technology, their awareness of it, and their length of experience as HRM practitioners (R2=84.9%). Findings also show that Facebook is the top platform used in e-recruitment which supports the emerging trend on what scholars dub as social recruitment. For agencies planning to automate the recruitment process, the platform must be perceived to be easy to use and useful to foster a positive attitude and better intention to use the e-recruitment technology. HRM practitioners are encouraged to keep abreast and aware of the HRM-related technologies in their field towards a better and improved HRM system in general.

In this paper, affective events theory (AET) is used to develop a model that can be used by organizations to enhance propitious work conditions that will encourage human resource management (HRM) practitioners to be affectively committed to their organizations. AET states that there are certain antecedents (i.e. distributive justice, job-related well-being, and employee engagement) that positively correlate with job satisfaction. According to AET, positive emotions have a positive indirect correlation between antecedents and job satisfaction. AET states that job satisfaction positively relates to affective commitment. The research design was cross-sectional and correlational, and the sample size was (n=205).From the 300 questionnaires distributed to HRM practitioners, the response rate was 68.33%. The main finding is that respondents rated the positive emotions items below the mean, and there was a significant positive relationship between distributive justice and job satisfaction (β = 0.61; p≤ 0.001). The data showed that job satisfaction positively correlated with affective commitment (β = 0.70; p ≤ 0.001).Positive emotions only mediated the relationship between distributive justice and job satisfaction (β = 0.36; p ≤ 0.001). The study results have implications for managers’ efforts to keep HRM practitioners affectively committed, as the latter were not satisfied with their remuneration. The data created awareness that when a remuneration policy is drafted, it should take cognisance that HRM practitioners who have positive emotions will be affectively committed and stay longer in organizations.

This bibliometric analysis explores the profound influence of academic research on Human Resource Management (HRM) strategy, employee performance, and global organizational success. Leveraging a comprehensive dataset from reputable academic databases, the study employs bibliometric techniques to analyze patterns of publication, citation, collaboration, and keyword trends within the HRM research domain. The findings reveal a multifaceted landscape of HRM scholarship. Co-authorship network analysis identifies prolific authors and research clusters, highlighting the collaborative nature of HRM research. Citation analysis uncovers highly influential publications, showcasing the impact of seminal works on HRM theory and practice. Keyword analysis unveils emerging research themes, reflecting the field's responsiveness to evolving challenges and trends. Notably, the analysis underscores the significance of evidence-based HRM practices and the global context in which HRM operates. It recognizes the role of academic research in shaping HRM strategies that enhance employee performance and contribute to global organizational success. This study provides valuable insights for HRM practitioners, researchers, and organizational leaders by offering a comprehensive overview of the evolving HRM landscape. It emphasizes the importance of collaboration, the influence of seminal works, and the dynamic nature of HRM research. Understanding these dynamics is pivotal for advancing HRM scholarship and driving organizational excellence in a globalized world.

Citation (2010), "Research in Personnel and Human Resources Management", Liao, H., Martocchio, J.J. and Joshi, A. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 29), Emerald Group Publishing Limited, Bingley, p. ii. https://doi.org/10.1108/S0742-7301(2010)0000029011 Publisher: Emerald Group Publishing Limited Copyright © 2010, Emerald Group Publishing Limited Book Chapters Research in Personnel and Human Resources Management Research in personnel and human resources management Copyright page List of Contributors Workplace safety: a multilevel, interdisciplinary perspective Executive pay and firm performance: methodological considerations and future directions A time-based perspective on emotion regulation in emotional-labor performance Insights from vocational and career developmental theories: their potential contributions for advancing the understanding of employee turnover How did you figure that out? Employee learning during socialization Comparing apples and oranges: toward a typology for assessing e-learning effectiveness About the authors

This paper presents an overview of the goals of Research in Human Resource Management (HRM): to advance theory and research in HRM, present literature reviews that offer new directions for research, and consider novel theoretical models that enhance the knowledge base in our field. Although we have amassed a great deal of theory and research in HRM over the last century (Zedeck, 2011), we believe that there are numerous changes affecting today’s organizations, and these challenges create demands for new or modified models and research in HRM and Organizational Behavior (OB). Therefore, we review the implications that several organizational challenges (e.g., transition of the economy and employment relationship; and increased diversity, globalization, and technology) have for the transformation of HR practices, and changes in HR theory and research. We also provide a brief review of the papers included in this volume.

The aim of this study was to compare the perceived status and job satisfaction of registered industrial psychologists with that of human resource management (HRM) practitioners who are not registered as industrial psychologists. In South Africa, registration with the Health Professions Council of South Africa (HPCSA) is a statutory requirement which entitles one to call oneself an industrial psychologist and to perform certain psychological acts. However, many personnel who are not registered psychologists also work in the field of HRM and are not required to register with a statutory body. Despite differences in the minimum qualifications required and statutory registration requirements, there is a great deal of overlap between the roles of industrial psychologists and other HRM practitioners in organisations. This raises issues regarding the perceived benefits of registration. This research focuses on perceptions of status as a potential intrinsic benefit of registration. Self-report questionnaires were completed by 46 participants who were registered with the HPCSA and 45 HRM practitioners who were not registered ( n = 91). Results found no significant difference in status or job satisfaction between registered and non-registered participants. The findings are discussed in terms of the motivation to qualify and register as an industrial psychologist and implications for professional identity and practice.

Employer behavior (Arbeitgeberverhalten) plays an essential role when it comes to understanding Human Resource Management (HRM). However, rather few studies actually seem to take concrete behavior of organizations as employers into account. Instead, German textbooks and journals are replete with examples of good in HRM. We argue that, as a result, there is a growing discrepancy between HRM in research/teaching and practice, which unquestionably is a problematic development in an applied science like HRM. Based on our analysis of five leading German textbooks on HRM and five volumes of German Journal of Research in Human Resource Management (2005-2009), we highlight current gaps in academic discussion and we derive some theses concerning current state of discussion. Finally, we discuss our findings and highlight some avenues for further research in our field. Key words: HRM, employer behavior, textbook analysis, bad practice (JEL: M12, M14) 1. Introduction Human Resource Management (HRM) is an important academic discipline, which is institutionalized at most business schools around world. Journals dealing with HRM rank at high positions in VHB JourQual-Ranking and have considerably high Impact- factor s. Research on HRM ranges from identifying best practices in separate domains such as recruiting, trainings, incentives and appraisal to examining impact of creating firm- specific and idiosyncratic bundles of interdependent HR practices in a certain HRM-system on creating competitive advantage (for a current overview, see Reichel & Mayrhofer, 2009). However, identification of optimal bundles of HR practices and question for consistency in employer behavior seems to be an important issue only for researchers from Great Britain or US (cf. e.g. Baron & Kreps, 1999). Although it is obvious that employer behavior C'Arbeitgeberverhalten) needs to be taken into account when it comes to understanding Human Resource Management, few studies from German researchers explicitly address question, which behavior entrepreneurs and enterprises actually show in their role as employers. Instead, German textbooks and journals are replete with examples of good in HRM (cf. results of our analysis in third section of this paper). Bad practices, which ultimately lead to a deterioration of working conditions for a large number of employees and which employers regularly use in order to preserve flexibility or to maximize profit, are frequently neglected in research; even though such practices often are heavily discussed in media. As a result, there seems to be a growing discrepancy between HRM in research/ teaching and practice. In a special forum in Academy of Management Journal on the separate worlds of academics and practitioners in human resource management, Rynes et al. (2007, p. 987) argued that, the gap between science and practice is so pervasive that some have despaired of its ever being narrowed. Unquestionably, this is a problematic development in an applied science like Human Resource Management. In this paper, we take a look at role of employer behavior in research and teaching in Germany and Austria. Based on our analysis of five leading German textbooks on Human Resource Management and five volumes of German Journal of Research in Human Resource Management C' Zeitschrift fur Personalforschun?y ZfP) (2005-2009), we highlight current gaps in academic discussion. The results of our illustrative analysis show, that even though research on employer behavior is essential to understand HRM, it is a widely neglected issue. The paper is structured as follows: In next section, we define notion of employer behavior and we discuss recent developments in employer behavior, which occurred during last years and decades. Subsequently, we examine how scholars approach employer behavior in research and teaching. …

In this annual editorial for The International Journal of Human Resource Management, we project a vision of a sustainable ecosystem of human resource management (HRM) research by reflecting on key trends of HRM research and provide suggestions for future research efforts for the HRM research community. We outline the evolution and development of six areas of HRM research that are highly relevant to the policy and practice in the current global political-economic context. These research pursuits are shifting from firm-oriented and technology-oriented to becoming more employee-oriented and society-oriented. We extend these lines of enquiry with suggestions of what future research can examine to keep pace with practice and to offer policy and practical recommendations. We argue that different sub-fields of HRM research can complement, reinforce and interact with each other to enable us to build a robust and expanding research programme, intellectually and practically, to reflect the world of work and to demonstrate the relevance of our research to society with scientific rigour.

Employee engagement has become a central concept in Human Resource Management (HRM) research due to its role in enhancing employee performance and organizational sustainability. This study employed a content analysis approach to review research trends related to employee engagement, particularly those examining work-life balance and leadership perspectives. A total of 50 peer-reviewed studies published between 2014 and 2025 were analyzed based on research design, antecedent variables, organizational context, theoretical frameworks, and methodological approaches. The findings indicate a significant increase in employee engagement research in recent years, with quantitative cross-sectional designs dominating the literature. Work-life balance and servant leadership emerged as the most frequently examined antecedents of employee engagement, while employee performance remained the primary outcome variable. Job Demands–Resources (JD–R) Theory was identified as the dominant theoretical framework. Based on the findings, this study proposes methodological and contextual recommendations for future employee engagement research.

The topic of “Occupational Health and Safety” has been focused on as a main function of Human Resource Management. Occupational safety and health covers a wide range of activities and functions. This research paper looks at what health and safety refers to, why research should be conducted into it, and how it is helpful for organizations and employees, and for the human resource management as a whole. It is followed by a discussion on Occupational Safety and Health with emphasis on several sub-topics, which are elaborated upon. Light will be shed on various OSH issues, and how Human Resource Management deals with them. Besides, legal requirements for health and safety rules will be looked into, with a focus on proposed solutions to the mentioned issues. A comparison of safety measures in the global context will be compared with safety measures in the local context, to understand how different organizations handle safety. There are several recommendations for business practice as well as their implications. What is more, there are suggestions for future business research, especially in the area of Human Resource Management. Keywords - Organizational Behavior, Occupational Health and Safety Human Research Management, descriptive design, United Arab Emirates

PurposeThis study aims to provide an overview of what characterizes the current state of research in the field of cloud computing use in human resource management (HRM) with the identification, analysis and classification of the existing literature and lines of research addressed and to provide guidance for future research.Design/methodology/approachThe systematic literature review (SLR) technique has been used to identify, select, analyze and evaluate the existing publications on cloud computing and HRM. A total of 35 papers published up to December 2020 have been obtained from the Web of Science (WoS) scientific database. The research design has allowed us to determine what characterizes the current state of research on the use of cloud computing in HRM and obtain a novel classification of the literature that identifies four lines of research and the contributions in each line and has allowed us to define the future research agenda.FindingsThe four groups into which the papers on the cloud computing-HRM relationship have been classified are: (1) studies focused on the development of cloud platforms for HRM that highlight technical aspects, (2) papers that focus on the concept of human resource elasticity, (3) papers on the adoption and/or implantation of cloud platforms for HRM and (4) studies that highlight the effects or implications of cloud platforms for HRM. This paper proposes some new opportunities for future research and presents some helpful implications from the theoretical and management perspectives.Research limitations/implicationsThis study uses only scientific articles in the WoS database with a Journal Citation Report (JCR) or SCImago Journal Rank (SJR) impact.Originality/valueThis paper provides an overview of the knowledge on cloud computing and HRM research and offers recommendations for future research.

Purpose This essay aims to present three critical challenges in the Chinese human resource management (HRM) research related to research originality.

The growing environmental issues, pressure from interested parties, and regulatory requirements have pushed organizations to adopt sustainable business practices. In this understanding, Green Human Resource Management (GHRM) has become a strategic framework that includes environmental management principles in human resource policies and practices. This paper explores how GHRM can improve organizational sustainability outcomes, with particular reference to the ecological, economic, and social aspects of sustainability. Based on the available literature and other theoretical orientations, such as the Resource-Based View, Stakeholder Theory, and Social Exchange Theory, this study will examine the roles of green recruitment and selection, green training and development, green performance management, green rewards, and employee engagement in enhancing sustainable organizational performance. The results highlight the processes by which GHRM affects employees' green behaviours, organizational culture, and sustainability goals. Empirical studies have shown that organisations that followed extensive GHRM practices recorded better environmental performance, cost efficiency, management, and reputation. However, the implementation of GHRM faces several difficulties, including a lack of managerial commitment, resistance to change, and challenges in quantifying sustainability outcomes. The study is part of the growing body of research in sustainable human resource management because it offers comprehensive insight into the relationship between organizational sustainability performance and GHRM practices. The results present useful theoretical knowledge and practical implications for managers, HR experts, and policymakers aiming to integrate sustainability into organizational strategy.