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This study aimed to advance our understanding of inclusive human resource management (HRM) in freelance employment. We examined organizational needs and freelancers' psychological contracts with a qualitative interview study among eight dyads of HR managers and freelancers. Although the findings showed that organisations and freelancers have different interests, both parties agreed on what inclusive HRM entails in freelancers' employment relationships. However, within the dyads, the content of the psychological contract was not always viewed the same by HR managers and freelancers. Hence, negotiating mutual expectations when implementing inclusive HRM to avoid psychological contract breach appeared important. Furthermore, organizational needs did not seem to be considered when designing inclusive HRM. Due to this lack of strategic fit, organisations may waste opportunities of tapping into the full potential of hiring freelancers. The findings provide organisations insight in considering freelancers as potential sources of competitive advantage.

Given the influential role of organizational context for creativity, this study examines the cross-level effects of two prevalent contextual elements – HR systems and relational climates – on individual and team creativity. We have conducted a multi-level multi-source study through hierarchical linear modeling on a sample of 282 employees nested in 69 teams and 38 firms. The results show that the interplay hypotheses regarding potentially creativity-facilitating contexts were not supported. However, findings suggest that relational climates represent more effective positive predictors of creativity at both levels, above and beyond the effects of HR systems. Therefore, given their very prominent role in enacting the HR context and co-creating the climate in place, line managers should strive to consider individual and team creativity in relational settings and promote an appropriate work context categorized by relational climates. Treating creativity at two different levels (individual and team), and accounting for a cross-level interplay focused on the context of those important performance outcomes, have important theoretical implications for creativity and HRM research.

Human resource development (HRD) has traditionally been seen as the main driver behind people-centered developmental activities such as learning and development, organization development, and career development. However, the role of HRD professionals as the main stakeholder has been questioned as more and more people-centered development activities have been integrated into a broad range of leadership and supervisory roles within the organization. The question arises: How do HRD professionals and business managers interact in organizing HRD activities? Building on structure and actor theories as a theoretical foundation, the study combines deductive and inductive data analysis of semi-structured interviews to review the roles of HRD professionals and business managers involved in organizing HRD activities in six different organizations in the USA. Our findings show that while training does not appear in any of the HR-related job titles, the term “training” is more common in business managers' titles describing their link to HRD activities. When organizing those activities, HRD professionals and business managers engage extensively in emergent partnering structures. While some HRD professionals are the main actors in some learning networks, business managers drive HRD activities in others. We discuss the commingling of actors and its impact on the learning network. The paper closes with a discussion of research limitations, future research, and implications for HRD practice.

Background: Trends of increased complexity in family structure have developed alongside increasing prevalence of overweight and obesity. This study examines cross-national variations in the likelihood of living with overweight and obesity among adolescents living with one parent versus two parents, as well as the influence of living with stepparents, grandparents and siblings. Furthermore, the study explores how these associations relate to age, gender and individual-level socioeconomic status (SES) and country-level SES. We hypothesised that adolescents living in one-parent versus two-parents families, were more likely to live with overweight and obesity. Methods: The study is based on nationally representative data from 41 countries participating in the 2013/14 Health Behaviors in School-Aged Children study (n = 211.798). Multilevel logistic regression analysis was used to examine the associations between family structure and overweight and obesity by age, gender, SES, and geographic region, among adolescents aged 11, 13 and 15 years. Results: Living with one versus two parent(s) was associated with a higher likelihood of overweight and obesity (ORadj.1.13, 95%CI 1.08,1.17). Age, gender, individual-level SES, and living with grandparents were also associated with a higher likelihood of overweight and obesity, whereas living with siblings was associated with a lower likelihood of overweight and obesity. The effect of family structure varied also by age and gender with no significant associations found between living with one parent and overweight and obesity in the 15-year-old age group. Some cross-national variation was observed, and this was partly explained by country-level SES. The effect of family structure increased by a factor 1.08 per one-unit change in country-level SES (OR 1.08, 95%CI1.03, 1.12). Conclusion: The study indicates that living in a one-parent family, as well as living together with grandparents, are associated with overweight and obesity amon, SCOPUS: ar.j, info:eu-repo/semantics/published

In this meta reaction paper, I reflect on the initial paper by Wang and Doty (2022a), the two responses (Russ-Eft, 2022; Yoon, 2022), and the final response-to-respondents (Wang & Doty, 2022b). I focus on two observations that stood out for me, encompassing: (1) how HRD is defined; (2) what HRD should contribute to and to what extent the initial authors’ theorizing of HRD is actually “emancipatory.” First, I conclude that Wang and Doty’s systems perspective leaves little room for the individual agency and legitimate interests that various stakeholders have around the ways in which employee learning is organized. Connected with this, their treatment of “the mainstream HRD literature” is not convincing, which limits the rationale for and contribution of their own theorizing efforts. Second, I conclude that Wang and Doty’s work violates the ethical core of HRD and, moreover, falls short of being about “emancipatory theorizing” as they claim.

Various factors can hinder the competitive advantage of an organization, one of them being knowledge hiding. We draw on social exchange, norms of reciprocity, and contextual theories to propose that the negative relationship between perceived co-worker support and knowledge hiding happens in particular contexts. We expand previous studies in delineating that the organizational context can be both designed (human resource systems in place) or emerging (relational climates) and that aligning both contexts can further influence the main relationship. An experimental study of 178 HR students and a field study of 155 individuals nested in 30 teams provide partial support for our key hypotheses that a three-way interaction between commitment and compliance HR systems as well as communal sharing and market pricing climates can impact the negative relationship between co-worker support and knowledge hiding. Future knowledge hiding studies therefore need to investigate both designed and emerging contexts together rather than separately.

Contemporary labor markets are characterized by rapidly growing numbers of solo self-employed workers who have their own businesses without employing employees. However, research on solo self-employment has almost exclusively focused on the decision to move into self-employment, thereby failing to consider the long-term career consequences of being solo self-employed. To complement existing research, we examined patterns of career self-management strategies among the solo self-employed in light of their career sustainability and enablers and barriers in their unique work context. We conducted 102 interviews among a heterogeneous sample of Dutch solo self-employed workers and identified four career self-management patterns: proactive crafters, adaptive crafters, survivors, and passive balancers. We found differences in their career sustainability (i.e., happiness, health, and productivity). Specifically, their happiness is overall sufficient while the level of productivity is mixed, and their health seems to be most problematic. This study contributes to the nascent scholarly literature on solo self-employment and career sustainability. Policymakers can use our findings to promote sustainable careers among the solo self-employed.