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Abstract Mick Marchington's contributions to the field of human resource management (HRM) was considerable through his leadership, teaching and research. In the research arena he made significant contributions to the topics of employee voice, participation, and involvement as well as the future of work. A common thread to his research concerned humanising management and HRM through a pluralist value system. In this article we summarise his key contributions.

Abstract This registered report aims to evaluate the extent to which the human resources function can change public attitudes toward a controversial social issue. Focusing on the employment of formerly incarcerated people, we explore the novel concept of “human resources social advocacy” (HRSA), an interventionist approach through which HR might pro‐actively change and/or shape people's minds on social issues via the communication and conveyance of ideas related to HR matters of public interest. We seek to test the effectiveness of two HRSA interventions in reducing public stigma toward the employment of formerly incarcerated people. One makes a moral case (“Changing Hearts”) and the other makes an instrument case (“Changing Minds”) for including formerly incarcerated people in the labor market. We also explore which of the two interventions is more effective at achieving normative change. This research will have important implications for the “societal effects” of human resource management.

Abstract The lack of an efficient support system for people with multiple, long‐term health conditions has increased costs, worsened health outcomes, and prompted policymakers to implement a boundary‐spanning role within healthcare settings. While scholars have demonstrated the benefits of coordination roles and other such high‐performance work practices (HPWPs) in this sector, the actual implementation of these practices is less clear. Based on a comparative case study approach, 153 interviews, and other qualitative data, this article explores frontline managers' HR philosophies and practices (‘frontline HRM relationality’) to explain possible variation in efforts to implement the boundary‐spanning role of care coordinators (CCs). Despite strong policy support for the role, coordination has improved unevenly because of varying degrees of HRM relationality: findings show that higher frontline HRM relationality was associated with lower inter‐occupational professionalization differences and higher boundary‐spanning coordination. The article contributes to a nascent literature on HPWP implementation by theorizing frontline HRM relationality as a continuum that moderates professionalization‐related coordination problems and highlights the importance of frontline HRM relationality for implementing HPWPs in professionalized settings.

Abstract The turbulent COVID‐19 pandemic offered the opportunity to examine employees who are required to work from home (WFH), which can provide significant implications given that some companies have adopted full‐time remote work even after COVID‐19 restrictions have lifted. The current study draws on psychological contract theory and HR differentiation theory to examine the interactive effects of WFH preferences and relational organizational practices such as perceived support, feedback, and information sharing in predicting burnout and turnover intentions. Multi‐wave, U.S. study results demonstrate that higher WFH preference employees are particularly responsive to these practices; they experience greater well‐being when they receive them, but they also seek alternative employment when they do not. Our findings provide insight into the full‐time WFH dynamics and suggest that fully remote organizations should consider not only effective management of employees, but also organizational practices that match employee preferences in times of turbulence.

Abstract While promotive voice is conventionally considered a favourable work behaviour to the organisation, whether engaging in promotive voice will help employees move up the career ladder is inconclusive across a handful of studies. Drawing on a psychological contract perspective, this study aims to understand why and when employees' promotive voice can contribute to supervisor‐rated employees' promotability. We propose that employees' engagement in promotive voice will strengthen supervisor‐sponsored balanced psychological contract with the employees and thus employees' promotability, and these effects will be stronger when the employees and supervisors have higher versus lower quality of leader‐member exchange (LMX) relationship. Results of a three‐wave field study with 281 employees and their 59 supervisors supported our hypotheses. We conclude by discussing the important implications of these findings for theory and practice.

Abstract Anchored in emerging theoretical insights regarding sustainable human resource management, with a focus on pursuing socially responsible HR, we propose that enhancing employees' career satisfaction in public sector organisations constitutes a unique opportunity for public sector organisations to improve their internal social responsibility, focussing on employees as key stakeholders. In this context, this study provides original evidence regarding an original framework for examining the determinants and outcomes of employees' career satisfaction in the US federal agencies, with implications for the internal social responsibility of public sector organisations, which is a dimension of sustainable HR. We use a longitudinal study design involving a sample of permanent, full‐time civilian federal employees from two surveys conducted by the US Merit Systems Protection Board. We suggest key factors that affect public sector employees' career satisfaction and aspirations. These key factors may be useful for public sector organisations that wish to design more sustainable and socially responsible HRM centred around the career satisfaction of their internal stakeholders.

Key points We know that civility matters, but it has to be tempered with our ability to continue to engage critically with fellow scholars. Criticism has two meanings: one involving attacks on the motivation or character of the individual concerned and the other involving analytical deconstruction of individual's work. Given how much of ourselves we put into academic work, we need to be extra careful to disentangle the two forms of criticism. Human resource management scholars are.

Abstract The changing nature of employment has led to increased awareness of leaveism, a practice involving employees using allocated time off when unwell, taking work home, and picking up work when on annual leave. However, there are theoretical, methodological, and policy/practice‐related weaknesses, apparent in current understandings. The main article aim is to develop, theoretically, the emergent notion of leaveism, drawing on concepts related to work intensification (WI) and ideal worker norms (IWNs), concepts underpinned by reference to information communication technologies (ICTs), then exploring such ideas via an electronic questionnaire (n = 959), aimed at UK‐based employees performing leaveism. The main argument is leaveism is more than a lacuna between presenteeism and sickness absence; it is an unsustainable employer‐driven social phenomenon sitting at the intersection of WI, IWNs and ICTs. The findings have policy/practice implications for human resource management (HRM) professionals, trade unions and governments. Recommendations for future research including exploring leaveism in an international context, and in a Covid‐19 pandemic‐defined era.

Abstract This paper argues an important aspect of Human Resources (HR) as an occupation has been largely overlooked by mainstream and critical scholars alike: its gendered qualities. Gender is ‘hiding in plain sight’ in the sense that its high concentration of women is obvious but has attracted only sporadic academic commentary. We suggest rather than simply a ‘feminised’ area of management, contemporary HR is a complex mix of both masculine‐coded and feminine‐coded values, priorities and norms derived from earlier traditions of welfare and personnel management as well as the later influence of strategic management. Attention to this gendered complexity can help us understand how the HR occupation is experienced in everyday interactions and provide an alternative perspective that enriches Critical Human Resource Management.