Trust in intelligent machines: accelerator or killer of employees’ creative behavior? The contingent role of job autonomy

Human resource management (HRM) plays a pivotal role in attracting and retaining talent. However, there is growing recognition in international HRM literature that the adoption of the widely accepted US/Harvard-inspired HRM model ignores the influences of cultural contexts on HRM practices in different countries. This notion has not been empirically investigated in the construction industry. Based on survey responses from 604 construction professionals from Australia and Hong Kong, this study examines whether: (1) national cultural differences influence individuals’ preferences for types of remuneration and job autonomy; (2) actual organizational HRM practices reflect such preferences; and (3) gaps between individuals’ preferences and actual organizational HRM practices affect job satisfaction. The results showed significant differences in HRM preferences between Australian and Hong Kong respondents and these are reflected in the distinct types of HRM practices adopted by construction firms in the two countries. The findings further indicated that the gap between individuals’ preferences and actual organizational HRM practices is associated with job satisfaction. The results support existing mainstream research and highlight the deficiency of the acultural treatment of HRM that is still apparent in construction management literature. An uncritical literature in the area not only hinders theory development but also potentially undermines the ability of construction firms to attract, recruit and retain scarce talent.

PurposeDrawing on conservation of resources (COR) theory and social cognitive theory (SCT), this study investigates how organizational artificial intelligence (AI) investment influences employee experiences of coworker conflict and work–family conflict. We examine job insecurity as a mediating mechanism and general human resource management (HRM) practices as a boundary condition in these relationships.Design/methodology/approachThis study uses time-lagged data (N = 486) collected from employees in various industries in South Korea.FindingsThe results reveal that organizational AI investment increases employees’ perceptions of job insecurity, which in turn leads to increased coworker conflict and work–family conflict. The analysis also demonstrates that organizational AI investment has both direct and indirect effects on interpersonal conflicts, indicating partial mediation through job insecurity. The moderated mediation analysis shows that the relationship between organizational AI investment and job insecurity becomes weaker when HRM practices are well-implemented.Originality/valueThis study extends research beyond work-specific outcomes by demonstrating spillover effects of organizational AI investment into interpersonal relationships both within and outside the workplace. By integrating COR theory and SCT, it provides a theoretical framework for understanding both resource depletion and cognitive appraisal processes in AI contexts. Additionally, this study offers insights into how existing HRM practices, despite their general nature, can help mitigate negative impacts of organizational AI investment while acknowledging the potential need for more AI-specific interventions.

Despite the importance of adaptive performance towards enhancing organizational effectiveness, the role of organizational human resource management (HRM) practices as predictors of adaptive performance remains unexplored. This study examined the predictive influence of training, career planning and job autonomy on employees’ adaptive performance. The study employed a survey method coupled with stratified sampling technique among 265 local government employees in Nigeria. The partial least square structural equation modeling (PLS-SEM) was performed. The study revealed that training, career planning and job autonomy significantly influence employees’ adaptive performance. The results suggested that greater the attention given to employees’ training, career planning and job autonomy in the organization, higher will be their adaptive performance. It was identified that HRM practices are important predictors of employees’ adaptive performance that managers and practitioners need to consider in promoting higher adaptive behaviours in the organization. Implications of the study and future research on HRM practices and adaptive performance are discussed in this article.

ABSTRACTThis research delves into the interplay between Human Resource Management Practices (HRMPs) and job autonomy concerning faculty job performance within private universities in the United Arab Emirates (UAE) while considering the moderating role of faculty experience. The research explores how job autonomy and supportive HRMPs enhance job performance. The primary objective is to address the research gap concerning the functional independence of HRMPs and their impact on faculty job performance within higher education, specifically focusing on institutions in the (UAE). The significance of this research lies in the pivotal role of Human Resource Management (HRM) in higher education, as HRM has evolved from simply executing decisions to shaping strategic directions, making it a crucial factor in the success of universities through HRMPs related to finding and developing teaching staff to drive educational excellence. The HRMPs under scrutiny encompass recruitment, service ending, training, performance appraisal, promotion, and compensation as a cluster. A survey collected data from 225 faculty members, and statistical analysis was conducted using SPSS and SmartPLS software. The results reached through tests show a significant and positive impact of HRMPs and job independence on faculty performance. In addition, faculty members' experience affects the relationship between HRMPs, job independence, and faculty job performance as a moderating variable. This study has tremendous implications for tertiary institutions seeking to enhance the job performance of faculty members. It provides fresh insights into higher education and the specific context of the private tertiary sector in the UAE.

Studies that have examined the relationship between human resource management (HRM) practices and work intensity have resulted in mixed conclusions. However, an important caveat of this research is that it has examined work intensity from the perspective of job demands, but has yet to take a behavioral perspective. Drawing on social exchange theory, we hypothesize that perceived HRM practices are positively related to intense work behaviors. In turn, we further hypothesize that work intensity is negatively related to organizational deviance and emotional exhaustion, but is positively related to citizenship behavior and work engagement. Using a diverse sample (n = 126) of employees in Canada, the bootstrapping results demonstrate that HRM practices have a positive indirect effect on positive indicators of performance and well- being (i.e., citizenship behavior, work engagement) via intense work behaviors, but HRM practices do not have a negative indirect effect on the negative indicators of performance and well-being (i.e., organizational deviance, emotional exhaustion). This paper concludes with an interesting discussion of these unexpected results followed by a discussion of the research limitations and avenues for further inquiry.

PurposeThe purpose of this paper is to analyse the human resource management (HRM) policies and practices in consulting firms. The paper specifically investigates whether or not the HRM approaches in these firms mirror the two organisational archetypes of professional partnerships (P2) and manage professional businesses (MPB) found in the professional services sector.Design/methodology/approachThe paper draws on interviews with experienced consultants from a sample of 28 large and medium‐sized consulting firms with a presence in Germany and Switzerland. The paper uses both qualitative and quantitative methods to evaluate the data.FindingsThe findings in the paper show that P2‐type consulting firms take fundamentally different approaches to HRM from MPB‐type firms. In P2‐type consulting firms, HRM is an integral part of the organisational system and is run in practice by consultants, rather than by specialised HR staff. P2‐type firms emphasise the notion of membership of individuals in an organisation tied together by extended socialisation processes and adherence to common values. In contrast, MPB‐type firms exhibit HRM systems with “corporate” features widely used in other large‐scale service organisations.Research limitations/implicationsThe paper shows that the organisational archetypes prevalent in professional service firms have significant implications for their HRM systems. Consulting firms' HRM practices and policies should be interpreted in the light of their respective organisational archetype.Practical implicationsThe paper concludes that consulting firms should use HRM practices that fit the organisational archetype they embody.Originality/valueThe paper provides systematic evidence on the HRM policies and practices in an important yet under‐researched sector.

Due to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.

The impact of Human Resource Management (HRM) practices on performance behavior and job satisfaction have drawn much attention around the world over the past 25 years (Khera, 2010; Savaneviciene& Stankeviciute, 2012).Past researchwas conducted on either HRM practices and job satisfaction or HRM practices and employee performance. Researchers in the study try to integrate both the topics in a single edge. Covering the existing research gap, the study aims at to predict high school teachers' operational performance on HRM practices and notice whether the job satisfaction mediates the relationship between HR practices and operational performance. The research is a non-experimental study utilizing structured questionnaires. During the survey, information confidentiality and respondents' anonymous were established. The study has adopted the cross-sectional survey approach and investigated 140 teachers from 14 high schools, located at Sylhet City, Bangladesh. A three-step hierarchical regression model was fitted to regress operational performance on control variable, HRM related independent variables as well as job satisfaction to know the variance explained by each step and to test the effect size. Further, three mediation models were also developed to delineate how HRM practices i.e., discipline and compensation were related to operational performance through job satisfaction. In doing so, mediating role (either complete or partial) of job satisfaction was examined. Results revealed that training and development, discipline and compensation significantly predictedhigh school teachers' perceived operational performance effort; and job satisfaction has shown both partial and complete mediation effects in the relationships between HRM practices and operational performance. Moderating variable,viz., gender did moderate none of relationships among independent, mediator and predicted variables. Thus, school teachers' operational performance and job satisfaction resultant from HRM practices do not differ significantly by gender status. The key implication of the study is assisting the management committee of higher secondary schools in focusing on specific HRM practices to draw out school teachers' performance effort. And all HR practices more or less important for educational institutions but to boost up employee performance effort training & development, discipline and compensation system are more imperative.

This study examines the relationship between digital transformation and human resource management (HRM) practices in public universities in the United Arab Emirates via a synthesis of Resource-Based View and Dynamic Capabilities Theory. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. Adopting a conceptual approach, this paper provides a comprehensive framework that connects the important elements of digital transformation, comprising technological infrastructure, digital transformation culture, and human resource capabilities, to the core HRM practices, namely recruitment, training, and performance appraisal. This study contributes to the existing literature by proposing a dual conceptualization of digital transformation as both a strategic resource and an adaptive capability that enhances HRM effectiveness. Moreover, the current study proposes a structured questionnaire approach for future empirical validation using Structural Equation Modelling (SEM). It is expected that future empirical findings will demonstrate that it is not only the size of technology investment, but also the organization’s ability to develop dynamic capabilities like organizational learning and strategic flexibility that mediate the relationship between digital transformation and HRM practices. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. In particular, little is known about the underlying mechanisms through which digital transformation influences HRM practices, especially the mediating role of dynamic capabilities. Furthermore, the integration of the Resource-Based View and Dynamic Capabilities Theory in explaining this relationship remains underexplored in higher education contexts. Accordingly, this study aims to develop a conceptual framework that explains the relationship between digital transformation and HRM practices in UAE public universities. The study draws theoretical implications through the integration of RBV and the dynamic capabilities perspective into the ecosystem domain of digital HRM, as well as for university leaders and policymakers who would design systematic processes to align digital transformation initiatives in a way that serves human resource strategies. It highlights the need to create a digital culture, develop workforce digital competencies, and take an integrated approach to build sustainable institutional performance.

Artificial Intelligence (AI) in the corporate environment has been the subject of several current social debates of many scientific studies in reshaping human resource management (HRM) practices. There is a significant research gap in understanding how artificial intelligence (AI) can be ethically and effectively integrated into human resources management (HRM), particularly in relation to corporate social responsibility (CSR). This study aims to address this gap by proposing a maturity model to assess and guide the responsible implementation of AI in HRM practices. The research goal focuses on how AI can be aligned with CSR principles to ensure ethical, transparent, and socially responsible usage in organizational settings. The methodology includes a comprehensive review of 52 academic papers, employing bibliometrics, network analysis, and thematic content analysis to explore the interplay between AI, CSR, and HRM. These analyses allowed the identification of key ethical concerns and challenges in AI-driven HRM practices, such as bias in AI algorithms, data privacy issues, transparency, and the need for technical proficiency among HR professionals. The findings reveal a five-level AI maturity model, each stage representing progressive alignment with CSR principles. Organizations at lower maturity levels tend to have ad-hoc AI implementations with minimal CSR focus, while those at higher levels demonstrate full integration of ethical AI practices. Additionally, the study highlights the importance of transparency, accountability, and employee empowerment as critical elements for advancing AI maturity in HRM. This research contributes by offering organizations a practical tool to assess and enhance their AI-driven HRM processes through a CSR lens. It also provides a foundation for future research on strategic policy development, ethical AI governance, and continuous improvement in the integration of AI in HRM. Scholars are encouraged to explore these areas further, particularly in understanding how AI can foster not only organizational efficiency but also social responsibility and ethical standards.

In the face of ground-breaking advancements such as automation, artificial intelligence, and the gig economy, the realm of human resource management (HRM) is undergoing a profound transformation. As the nature of work evolves, HRM practices must adapt to ensure both organizational performance and employee well-being. A primary focus of the study is the increasing emphasis on workforce flexibility. The rise of remote work, flexible schedules, and contingent labour has necessitated a shift in HRM practices. This research explores how organizations can effectively manage a diverse workforce while maintaining productivity and employee satisfaction. Additionally, the study examines the impact of job changes, including automation-driven task shifts and the emergence of new roles. It investigates how HR professionals can assist employees in adapting to these changes and acquiring the necessary skills for the future of work. Ethical considerations are also a central theme of this research. With the rise of AI and automation, questions surrounding data privacy, algorithmic bias, and ethical decision-making in the workplace have become increasingly pressing. The study explores the ethical implications of these technologies and provides guidance for HR professionals on developing ethical policies and practices. This research study underscores the critical role of HRM in fostering a productive and supportive work environment. It highlights the need for HR professionals to be strategic partners with business leaders, aligning HR practices with overall organizational goals. By understanding the challenges and opportunities presented by these revolutionary developments, HR professionals can equip their organizations to navigate the complexities of the contemporary workplace and achieve long-term success. 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Innovation has emerged as an important business issue and facilitating employee creativity is considered a necessity for any organization interested in achieving and maintaining a competitive advantage in a world characterized by rapid technological change. This paper examines the direct and indirect effects of transformational and transactional leadership on employees' creative behaviour in South Korea by considering work motivation and job satisfaction as two mediating variables. The results of a cross-sectional survey and structural equation modelling indicate that (a) transformational and transactional leadership had no direct effects on employees' creative behaviour (implying that the relationship between leadership and employee creativity should not be seen as straightforwardly causal); (b) transformational leadership worked through employees' work motivation to ultimately influence their creative behaviour; and (c) transformational and transactional leadership had indirect positive effects on employees' creative behaviour through job satisfaction. The results have practical and meaningful implications for managers interested in fostering employee creativity through leadership, work motivation, and job satisfaction.

Drawing on the conservation of resources theory, this study examines the underlying process through which servant leadership is associated with nurses' in-role performance. Specifically, we test the indirect effect of servant leadership on in-role performance via a sequential mediating mechanism of job autonomy and emotional exhaustion. A time-lagged design was implemented using data gathered from two-wave online surveys (1 week apart) of registered nurses from Jiangsu Province, China. Between September 2022 and February 2023, we used Wenjuanxing and Credma, which are two powerful and user-friendly data collection platforms, to distribute online surveys to potential participants. We received a total of 220 usable responses and employed the PROCESS Model 4 and Model 6 to assess our proposed hypotheses. Our proposed model was supported. Servant leadership has a positive indirect effect on nurses' in-role performance through job autonomy and emotional exhaustion. Job autonomy has a negative effect on emotional exhaustion. Additionally, job autonomy mediates the negative relationship between servant leadership and emotional exhaustion. The present research extends existing nursing studies by unravelling the complex mechanisms underlying the relationship between servant leadership and nurses' in-role performance. Our study also identifies the underlying mechanism of how servant leadership mitigates emotional exhaustion by supporting nurses' job autonomy. The sequential mediation results provide us with a more fine-grained understanding of the relationship between servant leadership and nurses' in-role performance. It further promotes job autonomy and decreases emotional exhaustion, which supports the UN Sustainable Development Goal #3 (Good Health and Well-being). This study addresses the UN Sustainable Development Goal #3: 'To ensure healthy lives and promote well-being for all at all ages' and the healthcare providers will benefit from our study. Therefore, the study contributes to a more sustainable organization and society.

The study has a two-fold purpose: to investigate the importance of human resource management (HRM) practices and to investigate whether this set of HRM practices in the Indian hospitality enterprises depends on the demographic characteristics. A structured instrument was developed to examine the HRM practices (Jyothi and Venkatesh, 2006; Cho et al., 2006; Kandula, 2004; Jameson, 2000; Guest et al., 2000; Wood, 1999; Hoque, 1996). Based on a survey of 57 hospitality managers' perceptions on HRM, practices were assessed by a 27 HRM practices and 5 demographic variables. Factor analysis was performed to identify HRM practices, and one-way ANOVA was employed to test the association of the demographic variables with HRM practices. Results indicated that the set of harmonized terms and conditions, formal manpower planning, flexible job description, formal system of induction, production/service staff responsible for their service, social appreciation and recognition may constitute the most important HRM practices in the Indian hospitality enterprises. Further, the results revealed that there is a positive relationship between HRM practice variables and category and type of sample enterprises, but there is no relationship between HRM practice variables and age and size (capital or employees). The study makes a modest attempt to add information to the very little empirical knowledge available referring to the HRM practices in the Indian hospitality industry.

Purpose This paper deals with the insertion of workers aged 50 years or more in the Brazilian labor market. Considering this question, the purpose of this paper is to raise evidence about the existence of ageism – prejudice against that age range. The paper identifies the characteristics of participation by workers age 50 or older in Brazil’s formal labor market. The paper also identifies whether and how the specific issues of these workers are handled in the individual employment contract, with the human resources management (HRM) policies and practices of a group of companies. Design/methodology/approach The study applied a quantitative approach in an analysis of the older population in the Brazilian labor market (Annual Social Information Report (RAIS) database and “MEPT” survey database – 2011/2016). The RAIS data are collected annually by the Ministério do Trabalho e Emprego – MTE, coming from all establishments with or without formal employees, whether statutory (public servants) or private organizations. MEPT survey is an annual study focused on quality of the organizational environment and HRM practices (organizations participate voluntarily). A qualitative approach was applied also in a document content analysis on information about HRM policies and practices based on MEPT companies’ research evidence reports. Findings There is evidence of ageism among private companies in Brazil with better HRM. These companies hire proportionally less old workers than the market and their HRM policies and practices scarcely handle with employees. The workers age 50 and over among the workers employed (private and mixed capital companies) have growing participation in the labor market. The profile of these workers is predominantly male, higher level education considering the market average, and working under longer lasting formal contracts comparing all workers combined. People involved in the individual hiring of workers from this age group do not even give this subject much attention. Research limitations/implications The specific objective of verifying if and how the specific issues that workers of 50 years and older are dealing; in the individual hiring for work, encountered limitations based on the restricted character of the data presented. In particular, the information related to the best companies (MEPT) is representative only of its own group and thus is restricted to the private sector. Although this cannot be generalized, they offer support for reflections on the subject. Practical implications This paper shows how companies with advanced HRM handle with older workers in their policies and practices. Social implications This work points out that that the aging of workers will be a problem to be discussed by the companies HRM in the future. Originality/value This paper identifies the need to study how companies will deal with the increasing number of older workers.