ABSTRACT Guided by the Actor‐Network Theory (ANT) perspective, this study explores user experiences with the perceived agency of algorithmic technology in the context of talent management (TM) decisions. Through a qualitative analysis of 11 client companies utilizing algorithmic TM decision‐making technology provided by an HR tech service firm, we identified divergent perceptions of algorithmic technology's agency. While some participants viewed the technology as enhancing decision quality and explainability by promoting objectivity and standardization, others perceived it as constraining managerial judgment and overlooking context‐specific, non‐quantifiable factors. These contrasting perceptions gave rise to three distinct behavioral responses—endorsing, conforming to, or undermining the technology's agency. In some cases, employees strategically adjusted their behaviors to align with algorithmic outputs, thereby reshaping the actor‐network and influencing TM decision‐making dynamics. This study contributes to the ANT perspective by showing how perceptions of agency and behavioral responses reconfigure human–technology networks, offering a relational understanding of algorithmic agency in organizational settings. It also contributes to the HRM and technology literature by examining how algorithmic technologies, as relational actors, influence managerial and employee responses, particularly in the management of high‐potential employees. Finally, it advances TM research by demonstrating how different organizational actors interpret and respond to algorithmic TM decisions, revealing how employees may strategically leverage such systems.

ABSTRACTDespite growing interest in neurodiversity in the workplace, most organisational responses remain fragmented, compliance‐driven, and disconnected from the lived realities of neurodivergent individuals. This paper addresses the limitations of current approaches by proposing a process model of HR‐led co‐design for neuroinclusion, grounded in a dual‐theoretical framework that combines critical pragmatism and sociotechnical systems (STS) theory. Drawing on an abductive synthesis of literature and practice‐based insights, we develop a process model that identifies four interrelated organisational challenges: ignorance and lack of buy‐in, legal ambiguity, disclosure dilemmas, and resistance to systemic change. The model offers a set of HR‐led co‐design interventions and outcomes that centre neurodivergent perspectives in redesigning policies, practices, and organisational systems. Critical pragmatism provides the ethical and epistemological foundation for participatory inquiry and institutional transformation, while STS supports the structural integration of inclusive practices. This paper contributes to HRM theory by repositioning HR as a catalyst for collaborative, recursive, and justice‐oriented organisational change. Implications for future research and practice include the need for participatory, cross‐contextual, and intersectional studies of neuroinclusion, as well as attention to the design and evaluation of HR systems that enable meaningful co‐production.

ABSTRACT Extensive research on work design indicates that high job demands undermine employee well‐being, yet few empirical studies have focused on interventions that directly reduce job demands. This paper reports on a quasi‐experimental field study evaluating the effects of a work redesign intervention aimed at reducing employees' job demands in the high demand sector of aged care. Two residential aged care facilities from an Australian not‐for‐profit aged care organization comprised the intervention group and two similarly sized facilities comprised the comparison group, who underwent no intervention. Drawing on well‐being and involvement HRM theories, the intervention featured a participatory approach that actively involved frontline workers in identifying sources of high demands and providing work redesign solutions to be implemented by management. During the study, changes in national funding policy resulted in an increase in staffing across all facilities. However, results showed that intervention facilities experienced a statistically significant reduction in employee‐reported time pressure and emotional demands whereas no such changes occurred in the comparison facilities. There were also indications of a reduction in leave without pay, although no clear impact on turnover or well‐being. The results highlight the value of participatory work redesign as a viable and theory driven HRM strategy for improving employee outcomes in demanding service and health care environments, over and above increasing staff numbers.

No abstract is available for this article.

ABSTRACTMany researchers currently make scientific claims about a general population that differs in material dimensions from the subsample utilized in the analysis, without fully describing their sample characteristics. It is essential to fully disclose relevant facets of the sample, to enable future stakeholders to make appropriate adjustments: we argue that all publications are valuable independently of the sampling strategy, however; their usefulness will dramatically increase when the authors include all conceivable sample characteristics. By employing a Big‐Data set of over 3,300,000 workers (including 300,000 foreign workers) over 10 years, we illustrate how focusing on narrow subsets of a target group can lead to very different conclusions. We address methodological and ethical challenges for the HRM research field providing recommendations on how to avoid the possibility of flawed validity results and how to make the study more relevant, impactful and ethically robust. For practitioners, we highlight how managers can draw learning from academic studies by appreciating differences in subgroups' outcomes that incorporate “context,” which eventually can inform strategic management and managerial decisions.

ABSTRACT The expansion of remote working arrangements has required managers to adjust their approach to managing performance, as they transition from in‐person to technology‐mediated tools and practices. Past research has identified negative worker impacts associated with intensified digital monitoring and discipline‐based coaching. However, few studies have investigated the antecedents of more worker‐friendly arrangements. This paper examines the role of collective worker voice in shaping remote work performance management choices, based on a comparative study of telecommunications call centers in Canada, the United States, and Germany. Findings suggest that strong collective voice, especially when backed by institutional power, fosters a balanced approach to remote performance management by constraining the intensity of electronic performance monitoring and use of disciplinary practices, as well as by supporting more developmental coaching.

ABSTRACTInstitutional logics of the market, profession, and state act upon and define success in HR practitioners' work. We examine how HR professionals respond to these co‐existing logics in their day‐to‐day interactions with line managers. Findings based on interviews with 41 HR professionals reveal their navigation of logics as they choose whether to advise, persuade, or overrule line managers. This decision‐making is guided by their combined knowledge of regulation and their organisational context, as well as their perceptions of the line manager with whom they are interacting. Theoretically, we propose a spectrum of HR practitioners' involvement in line managers' enactment of HRM. We argue that HR practitioners' combined organisational and occupational knowledge enables them to balance the multiple institutional contexts acting upon people management, offering an inimitable contribution to organisations. However, we also highlight the challenges this balancing act creates for building credibility and legitimacy with organisational stakeholders.

ABSTRACTIn many countries workers can be required to work extra hours for which they receive little or no remuneration. How and when such mandatory unpaid overtime affects employees' subsequent motivation to work, however, remains largely under researched. This study investigates the impact of mandatory unpaid overtime on employees' motivation to work the next day, the within‐person process (how) as well as the buffering and recovery mechanisms (when). Data on mandatory unpaid overtime, psychological detachment and motivation to work the next day were collected through diaries over a 12‐day period while the participants commented on job resources on the first day. Artificial Intelligence (AI) facial recognition technology was applied to capture emotions. Multilevel analysis revealed that mandatory unpaid overtime results in negative emotions, which subsequently undermine employees' motivation to work the next day, job resources buffer the impact of overtime on negative emotions, and psychological detachment weakens the impact of negative emotions on motivation to work the next day. Theoretical and practical implications are discussed.

ABSTRACTOver the past 2 decades, multinational enterprises (MNEs) have significantly increased their reliance on migrant workers in lower‐skilled jobs within global supply chains (GSCs)—a phenomenon largely overlooked in global mobility scholarship. In this provocation paper, we aim to broaden the scope of traditional debates in this field by introducing the concept of human supply chains, originally coined by labor‐law scholar Jennifer Gordon (2017). We adapt and extend this concept to focus on MNEs as research targets, defining it through the policies and/or practices aimed at transnational labor recruitment, management, and retention applied to migrant workforces in their GSCs. We advocate for the need to engage with this critical topic in global mobility research and outline key pathways for future inquiry.

ABSTRACTIt has been argued that the absence of research into how HR practitioners interact with the legal context is an important omission in HRM scholarship. Drawing on longitudinal interview data, this paper addresses this research gap by examining how HR managers frame a new legal mandate, namely the gender pay gap regulations, and how those frames evolve over time. The study finds that HR managers seek to make sense of the regulations through a diagnostic frame of organisational risk composed of three elements, namely uncertainty, ambiguity, and opportunity cost. Two types of prognostic frame are also invoked to understand the regulations, firstly as a risk to be mitigated through normalisation, neutralisation, and disassociation, and secondly, as an opportunity to be leveraged as an impetus for change and an enhancer of HR's influence. The study sheds light on the factors that affect the nature and evolution of frames, including the extent of stakeholder interest and internal engagement.