Abstract Organizations are increasingly augmenting employee jobs with intelligent machines. Although this augmentation has a bright side, in terms of its ability to enhance employee performance, we think there is likely a dark side as well. Draw from self‐regulation theory, we theorize that dependence on intelligent machines is discrepancy‐reducing—enhancing work goal progress, which in turn boosts employees’ task performance. On the other hand, such dependence may be discrepancy‐enlarging—threatening employee self‐esteem, which in turn detracts from employees’ task performance. Drawing further from self‐regulation theory, we submit that employees’ core self‐evaluation (CSE) may influence these effects of dependence on intelligent machines. Across an experience‐sampling field study conducted in India (Study 1) and a simulation‐based experiment conducted in the United States (Study 2), our results generally support a “mixed blessing” perspective of intelligent machines at work. We conclude by discussing the theoretical and practical implications of our work.

Human Resource ManagementVolume 61, Issue 6 p. 619-622 ISSUE INFORMATIONFree Access Issue Information First published: 03 November 2022 https://doi.org/10.1002/hrm.22019AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Volume61, Issue6November/December 2022Pages 619-622 RelatedInformation

Abstract Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front‐line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter‐influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The paper makes a meaningful contribution to the HR devolution research by delving into relational power dynamics that develop over an early phase of HR implementation. The resulting theoretical framework provides novel insights into the reasons behind FLMs' divergent forms of implementation behaviors. It shows that the ongoing multi‐lateral interactions and political maneuverings involving HR‐related actors trigger distinct HR involvement patterns.

Abstract Are employees more likely to identify with their organization and engage in helping behaviors on its behalf if the coworkers who make up their social networks identify and help the organization? We draw on social information processing theory, social learning theory, and research on diffusion of innovation to develop a model that predicts how relational (advice ties) and structural (structural equivalence) factors predict organizational identification and organizational citizenship. We argue that OI is neither a matter of individual perceptions generated in isolation, nor a simple function of the number of ties that an employee has, but that it is instead an outcome of relations and interactions with coworkers, as reflected in the social structure of the employing organization. We tested our model by conducting a social network study of employees in a construction company. Our findings show that (1) employees tend to have similar levels of OI to the OI of their advice ties; (2) employees who are structurally equivalent tend to demonstrate similar levels of OCB; (3) similarity in OI mediates the relationship between advice ties and similarity in OCB; and (4) advice ties with high and moderate levels of OI are most strongly associated with similarity in OCB. In a supplementary analysis we show that the social influence model that we tested offers a better explanation for the role that the social context plays in shaping OI than does a “more ties, more OI” model. We discuss implications for theory and practice.

Abstract This article introduces the special issue in Human Resource Management featuring employer branding and talent acquisition. We provide a brief history of talent acquisition and introduce an employer branding approach to this process, especially emphasizing the potential of this approach for building competitive advantage. The challenges of employer branding on social media in the digital age are also highlighted. We then introduce the five papers contained in this issue, each representing a variety of levels of analysis, theoretical perspectives, environmental contexts, and methodological and design approaches to scholarly investigations on this topic. Our introduction concludes with a list of research questions characterizing an agenda for future research based aroundthe themes of (i) macro contextual effects; (ii) strategic employer branding; (iii) psychology and processing of employer brands; (iv) role the time; and (v) methods and approaches.

Human Resource ManagementVolume 61, Issue 5 p. 617-617 CORRIGENDUMFree Access Corrigendum This article corrects the following: The Employee Engagement Scale: Initial Evidence for Construct Validity and Implications for Theory and Practice Brad Shuck, Jill L. Adelson, Thomas G. Reio, Volume 56Issue 6Human Resource Management pages: 953-977 First Published online: August 31, 2016 First published: 09 September 2022 https://doi.org/10.1002/hrm.22136AboutSectionsPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Correction to The Employee Engagement Scale: Initial Evidence for Construct Validity and Implications for Theory and Practice There is an error in the text on page 967, first sentence of Intent to Turn Over section. Below is how the text should read: Intention to turn over was measured using the two-item intention to turnover scale (ITS; Colarelli, 1984). The author states that this error does not affect the conclusions of the study, any of the psychometric properties reported, and clarifies the specific protocol and procedures the authors used in their work. We apologize for this error. REFERENCE Shuck, B., Adelson, J.L. and Reio, T.G., Jr. (2017), The Employee Engagement Scale: Initial Evidence for Construct Validity and Implications for Theory and Practice. Human Resour Manage, 56: 953– 977. https://doi.org/10.1002/hrm.21811Wiley Online LibraryWeb of Science®Google Scholar Volume61, Issue5Special Issue: Employer Branding and Talent AcquisitionSeptember/October 2022Pages 617-617 ReferencesRelatedInformation

Abstract Integrating the literatures on strategic human resource management and organizational support theory, we examine the cross‐level relationship between high performance work systems (HPWS) at the team‐level and individual perceptions of organizational support (i.e., POS). In addition, we introduce a critical boundary condition, the HR department's organizational embodiment (HROE), which involves the extent to which employees identify the HR department with the organization. We propose that the cross‐level HPWS–POS relationship is moderated by HROE, such that the linkage between HPWS and POS is stronger when HROE is high. With a sample of 103 teams and 399 employees in South Korea, we find that HPWS utilization increases POS and that this relationship is stronger when HROE is high. We also find that HR department status and the favorable attitude of the HR head are antecedents to HROE. These findings suggest that HROE is a critical boundary condition for the relationship between HPWS and POS with subsequent effects on organizational commitment and job satisfaction.

Abstract In an era of information explosion, employers' information is often disclosed to employees and potential applicants from multiple channels and angles, which are usually combinations of positive and negative signals. How do such uncoordinated brand signals affect the attractiveness of an organization? Building on micro‐corporate social responsibility (CSR) literature and three studies, we found that when potential employees perceived imbalanced brand signals of CSR and corporate ability, the positive impact of CSR on organizational attractiveness was strengthened when the company was weaker in its corporate ability. When they perceived conflicting brand signals of corporate social irresponsibility (CSiR) and corporate ability, the negative impact of CSiR on organizational attractiveness was strengthened when the company was stronger in its corporate ability. Supplementary analyses also demonstrated a significant three‐way interaction among CSR, CSiR, and corporate ability. When such conflicting brand signals were presented, CSR weakened CSiR's negative impact when corporate ability was stronger. However, when corporate ability was weaker, CSR strengthened the negative impact of CSiR on organizational attractiveness. Our study offers guidance for companies with mixed employer brand signals and suggests enhancing applicant attraction via synergy among a company's public relations, human resources, and marketing functions.

Abstract Given the widespread contribution of independent contractors to organizational innovation and competitive advantage, it is timely to reassess assumptions about the HRM practices appropriate to their management and the rationale for organizations to work with them. In the original and highly influential HR architecture model of Lepak and Snell (1999), contractor status is viewed as an outcome of the low value and/or low uniqueness of human capital resulting in the proposition to externalize and manage them using either none or minimal compliance‐based HRM practices. Developments in digital technologies and algorithmic management epitomized by online labor platforms prompt us to reconsider these assumptions and to challenge the proposed links between value/uniqueness of human capital, employment mode and HRM practices that are assumed by the HR architecture model. Using insights from online labor platforms, we argue that the significant benefits to firms of working with contractors, coupled with the possibilities offered by algorithmic management to efficiently monitor and regulate their behavior, provide a compelling reason for organizations to choose external employment modes even when workers are key to value creation. We challenge the alignment and stability of the relationships proposed by the HR architecture model, and offer propositions to extend the model by reconsidering the rationale for, and nature of, HRM practices associated with contractors. This reassessment is both timely and relevant given the growing prominence of business models where externalizing workers is central alongside the development of new forms of algorithmic human resource management to control them.