Abstract Performance management (PM) systems often fall short, yet organisations rely on them. This study leverages a Human Resource Co-Creation (HRCC) lens to explore how front-line managers can be pivotal in reshaping PM. Through in-depth interviews with front-line managers at a high-tech organisation, we uncover significant frustrations with the current PM approach and a clear call for greater clarity, flexibility, transparency, and inclusivity. By fostering employee voice, front-line managers emphasise the impact of informal PM processes and advocate for a redefined role for leadership within PM. These findings showcase HRCC in action, providing fresh insights to elevate PM into a more effective, engaging, and meaningful practice for all stakeholders. Implications for advancing PM theory and practice are also discussed.

Abstract Transformations in the world of work have led to a weakening of power and a crisis of legitimacy for trade unions. Faced with this situation, one option open to the unions is to recover their social dimension and adopt the social movement unionism model. The objective is to analyze, using qualitative methodology, the adoption of this model by the Basque nationalist unions Euko Langileen Alkartasuna and Langile Abertzaleen Batzordeak against a background marked by political and institutional conflict over the lack of self-government and sovereignty in this territory. In fact, the membership and strike activity data for these unions indicate that the strategic revitalization process has been particularly successful. Data extraction is relied on the analysis of documents issued by the trade unions themselves and in-depth interviews with key informants. Publications on the subject as secondary sources are used to complement the analysis.

Abstract Organizational research on employee deviant work behavior has not kept up with changes in the work environment. These two studies examined technology-based deviant workplace behaviors (TbDWB), defined as “an employee’s voluntarily using organizational technology to engage in behavior that violates significant organizational norms,” using a newly developed 18-item TbDWB measure. The 18-items are broken down into three related but distinct and reliable scales: Tb Time Abuse Deviance (3 items), Tb Communication Deviance (4 items), and Tb Production Deviance (11 items). Survey data were collected from 1,228 working adults in the United States, split into two independent studies (n = 643 and n = 585). Hierarchical regression results across both studies showed that a return-to-office work policy, lower leader-member exchange, and higher perceived contract violation significantly explained each TbDWB scale beyond controlled for demographic and situational variables. Higher Tb Production Deviance consistently explained lower job satisfaction and higher turnover intentions beyond controlled for variables. Supporting prior research, higher perceived contract violation was also significantly related to higher turnover intentions, and leader member exchange was positively related to job satisfaction. The findings highlight the ethical and HR policy implications of digital-age deviance: organizations that foster employee perceived high-quality supervision and fulfilled obligations can observe lower TbDWB and better employee outcomes. We discuss how these insights can advance employee treatment in the modern workplace and inform managerial practices and legal/ethical compliance.

Abstract Organizations typically respond to workplace bullying by implementing an anti-bullying policy. Public sector employees are disproportionately vulnerable to workplace abuse. The recommendations from employers’ organization SALAR to the public sector in Sweden are insufficient for decision-makers to understand workplace mistreatment. In this study the aim has been to investigate all regions' internal governing documents in Sweden, regarding workplace abuse from a power perspective to gain a better knowledge of how employee rights are evaluated and managed in Sweden's public sector. Only 15 of 21 regions has a policy for workplace mistreatment and the policies of all fifteen regions confuse workplace abuse with discrimination, harassment, and sexual harassment. The generic understanding of the problem ignores work environment factors and mimic the logic from SALAR on workplace mistreatment as an individual problem. Also, the routines for managing workplace mistreatment are riddled with contradictions that stirs insecurity of how the problem is going to be handled, leaving both employees and managers in a form of hostage situation. The governing documents display the concept of hierarchical hostage politics by revealing an absence of employee perspective in the governing documents and power dynamics that deprive possibilities to manage workplace mistreatment as a complex problem.

Abstract The labor market is characterized by imbalances and dysfunctions that can be addressed through a study of the management and costing of workers’ payroll. Although there is an ongoing conflict of interest between employees and employers, it can be combated because the employment relationship is a mixture of conflicting and consensual elements (mixed-motive). This paper is about flexible forms of employment, which corporations can take advantage of in a constantly evolving environment. At the same time, reference is made to the institution of telecommuting that improves remote worker efficiency, minimizes labor costs, and opens the labor market frontiers. It is necessary to create new strategies aimed at improving the efficiency of the workforce, managing labor costs, and studying the sustainability of each activity of the business unit. Lastly, the constantly evolving technological environment and the constant development of the skills of the workforce require the incorporation of ongoing management and efficiency studies to achieve the maximum possible objectives at the lowest possible and most flexible cost and risk.