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Adopting a dynamic approach, this study explores the emotional mechanisms through which trait resilience promotes employees' work engagement. Specifically, we focus on emotional inertia, a key feature of emotional dynamics that refers to the degree to which emotional states are self-predictive and reflects the inflexibility to regulate one's emotions. This study investigated whether emotional inertia mediates between resilience and work engagement-above and beyond the mean level of emotional intensity. Additionally, the study explored whether employees' perceived stress at work moderates this indirect effect. Data were collected from 171 employees who completed emotion surveys five times a day over five days, yielding a total of 3,895 observations. We found that resilience was negatively related to emotional inertia, emotional inertia was negatively related to work engagement, and resilience had a significant indirect effect on work engagement through emotional inertia. The relationship between resilience and emotional inertia, as well as the indirect effect through emotional inertia, was moderated by perceived stress. The effects were only significant when perceived stress was high. It is noteworthy that the above effects apply to both positive and negative emotions. Our study shows the importance of examining employees' emotional experiences that unfold over time, through which resilience translates into well-being outcomes. [ABSTRACT FROM AUTHOR]

This symposium provides an opportunity for HR strategy scholars to present their thoughts within the broader themes covered in the 3rd edition of the Human Resource Strategy book, and to engage in dialogue with fellow scholars to further the discussion on the future of HR strategy research. Importantly, in light of the 2024 conference theme 'Innovating for the Future: Policy, Purpose and Organizations', the discussion will feature how research on HR strategy can be adapted to address major societal, technological, and organizational changes. The discussion will focus on developing novel managerial and organizational purposes and practices to address the unprecedented complexity that challenges traditional approaches to governing organizations. [ABSTRACT FROM AUTHOR]

Although a lot of HR research has proposed the organizational effectiveness of HR system complementarity, there remains a need for theoretical and empirical evidence to examine how the internal fit of HR practices affects firm profits in a parsimonious way. Based on the previous findings on HR system complementarity and the ability-motivation-opportunity (AMO) framework, this study hypothesizes that there are positive effects of HR system complementarity on firm performance and that those effects are anticipated by the presence of the HR department. To examine this, this study used two different datasets: (1) the Human Capital Corporate Panel date in 2005 and (2) the U.S. longitudinal dataset involving Thomson Reuters Asset4 data on firm environmental, social, and corporate governance (ESG) and COMPUSTAT. Especially, this study utilizes the Cobb-Douglas specifications for capturing the complementarity effects of the HR system. The results supported our hypotheses. We discuss the theoretical implications of this study in terms of the contributions to the AMO framework, the consistent measurement of HR practices, and a new method for capturing the effects of HR system complementarity. [ABSTRACT FROM AUTHOR]

While Artificial intelligence (AI), algorithmic management, process automation and new communication technologies are improving productivity and efficiency for organizations, these technologies have also incited fear of job loss and loss of control for many employees (Cooper et al 2022). These technologies are being increasingly adopted in highly skilled and professional jobs as companies seek to promote efficiency and create competitive advantage. However, the successful implementation of these technologies for the professional workforce often means workers will be expected to embrace these technologies and use them to support their work. The purpose of this symposium is to bring scholars together to investigate how technology innovations such as AI, people analytics and algorithmic management impacts employees and provide recommendations for organizations to optimally support workers through the adoption of these new technologies. We aim to provide insights into approaches for organizations and institutions to better support the workforce amid technological innovations. Together, our session dives deeper into the relationship between technological advances, the employees, and how their professional lives are likely to be impacted. Leveraging line manager communication to provide technology support to older workers Author: Sanjeewa Samanmali Perera; U. of South Australia A Person-Centered Approach to Individual People Analytics Adoption Author: Margriet Bentvelzen; Amsterdam Business School, U. of Amsterdam Author: Corine Boon; U. of Amsterdam Author: Deanne N. Den Hartog; U. of Amsterdam A Qualitative Study on the Socialization Process of AI-Augmented Decision-Making Author: Carlotta Bunzel; Amsterdam Business School, U. of Amsterdam Author: Corine Boon; U. of Amsterdam Author: Deanne N. Den Hartog; U. of Amsterdam Author: Robert M. Verburg; Delft U. of Technology How A.I.- based Recommendations Increase Employees' Unethical Decision-making Author: Gabrielle Voiseux; Sauder School of Business, U. of British Columbia Author: Tao Zhou; U. of British Columbia How Algorithm-Based Decision Aids Influence Decision-Making in Application Screening Author: Dan Chen; Marshall U. Author: George Benson; U. of Texas At Arlington [ABSTRACT FROM AUTHOR]

HR systems are sets of separate but interconnected HR practices, such as selection, training, performance appraisal, and rewards, designed to help organizations to achieve their objectives. The HR system is proposed to affect performance outcomes because certain combinations of HR practices work in concert to enhance employees' abilities, motivation, and opportunity to contribute to organizational goal attainment, enhancing performance at different levels. Existing evidence provides initial meta-analytic support for this as HR systems tend to be more strongly related to performance than individual HR practices. While there seems to be growing consensus on the importance of HR systems, researchers simultaneously indicate that there are several important conceptual and methodological issues that need to be addressed to make further headway in the field. For example, conceptually, there is little agreement on which practices should be included in an HR system, and how these practices should be measured or combined into a synergistic HR system. A clearer understanding of these conceptual and methodological issues and potential ways to overcome these is necessary in order to enhance insight in complex HR systems and move the field forward, which is the focus of this symposium. Specifically, this symposium will provide an overview of current conceptual and methodological issues in HR systems research, with an emphasis on providing directions for future research on HR systems. Conceptualizing and Measuring Human Resource Management Systems: A Systematic Review Presenter: Corine Boon; U. of Amsterdam Presenter: Deanne N. Den Hartog; U. of Amsterdam Presenter: David P. Lepak; UMass The Devil is in the Details: Performance Implications of Internally Consistent Commitment HRM Presenter: Bard Kuvaas; BI Norwegian Business School Presenter: Hoang Ho; BI Norwegian Business School An Expanded Conceptualization of Line Managers Involvement in Human Resource Management Presenter: Rebecca Rheinhardt Kehoe; Rutgers U. Presenter: Joo Hun Han; Rutgers U. Examining HRM Systems Using a Formative Measurement Model Presenter: Kaifeng Jiang; Ohio State U. Presenter: Jia Yu; U. of Nebraska, Lincoln Presenter: Chih-Hsun Chuang; National Chung Hsing U. [ABSTRACT FROM AUTHOR]

Research has shown the benefits of job crafting as a way for employees to actively create changes in their jobs. Recently, the importance of daily job crafting has been shown. Although researchers have suggested that everyone is capable of job crafting, the effect of (daily) job crafting behaviors may not be the same in every situation. Using conservation of resources theory, we add to current knowledge on the link between daily job crafting and daily well-being by examining the moderating role of flexible work designs as an organizational resource and task proficiency as a personal resource in this relationship. Results of a multi-source diary study among 139 employees over 5 days (n=512) showed that daily increasing structural job resources is associated with higher daily well-being. Furthermore, flexible work designs strengthen the relationship between daily increasing structural job resources and daily well-being, but at the same time negatively affect the relationship between daily increasing social job resources and daily well- being. Task proficiency weakens the relationship between daily increasing structural job resources and daily well-being. We discuss the implications of our findings for both theory and practice. [ABSTRACT FROM AUTHOR]

Person-Environment (PE) fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached PE fit as a static phenomenon, and without examining how different types of PE fit may affect each other. We address these shortcomings by adopting a temporal approach to fit, examining relationships between two types of PE fit over time: Person-Organization (PO) and Person-Job (PJ) fit. We further examine the role of leader-member exchange (LMX) in influencing how PO and PJ fit are related to each other over time, and in affecting subsequent turnover. Analyzing data taken in three successive waves (T1; T2 one year later; T3 two years later) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that PO fit at T1 is positively associated with PJ fit at T2, but only for employees in high-quality LMX relationships. In addition, the needs-supplies dimension of PJ fit at T1 is positively associated with PO fit at T2, only for high-quality LMX. Higher needs-supplies fit at T2 is associated with lower turnover at T3. In contrast, the demands-abilities dimension of PJ fit at T1 is negatively associated with PO fit at T2. Among employees in high-quality LMX relationships, this dimension of PJ fit at T2 is associated with higher turnover at T3. [ABSTRACT FROM AUTHOR]