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Human resource leaders are experimenting with new approaches to organizing and utilizing workers that are not limited to the traditional boundaries of the firm, but rather expand to an ecosystem of work and organization. This special issue introduction article introduces a set of papers from management scholars discussing the ecosystem of work and organization and offers a roadmap for future research on HR ecosystems. An ecosystem perspective invites us to rethink our current frameworks to better link theory to practice. It also challenges us to shift our level of analysis from the organization to the ecosystem, asking: how is work organized and conducted within this complex and evolving context? These papers uncover trends related to (1) technological mediation, (2) impermanence and adaptation, and (3) shared governance. Our hope is that by framing these trends found within the research in this special issue that scholars will be provided a better road map in moving forward with their own research on the role of HR within the ecosystem of work and organization. [ABSTRACT FROM AUTHOR]

Technology has changed the way we work and how companies manage their employees. This article reviews 60 years of research on the relationship between technology and human resource management, as represented in Human Resource Management. Based on 154 articles, we identify recurring and evolving patterns of research on technology across three time periods (separated by the advent of the personal computer in 1977 and by the popularization of consumer internet services in 1997), three perspectives on technology (tool, proxy, and ensemble view of technology), and three thematic streams (the impact of technology on jobs and organizations, the utilization of technology in HR activities, and the management of technology workers). Drawing on patterns of research that emerged in the past, we provide suggestions for future HR research on newly arriving technology. [ABSTRACT FROM AUTHOR]

This study examines the relationship between perceptions of high‐commitment HRM, person‐organization (P‐O) fit, organizational engagement, and deviant workplace behaviors. Drawing on social exchange theory (SET) and P‐O fit theory, a mediated moderation model is proposed in which P‐O fit moderates the relationship between high‐commitment HRM and organizational engagement, which, in turn, relates to deviant behaviors. Using two multilevel multisource datasets, from a shipping management company (Study 1) and an international seaport (Study 2), the results of generalized multilevel structural equation modeling (GSEM) revealed that the relationship between high‐commitment HRM and deviant behaviors was mediated by organizational engagement. Furthermore, a significant indirect relationship was found from high‐commitment HRM perceptions to deviant behaviors through organizational engagement for low, but not for high, P‐O fit. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

In a multisource field study, we examine the relationship between employee perceptions of high-commitment human resource management ( HRM), task proficiency, work engagement, and organizational commitment. Based on conservation of resources ( COR) theory, we first propose that work engagement mediates the relationship between high-commitment HRM and organizational commitment. Second, we propose a mediated moderation model in which employees' task proficiency moderates the relationship between high-commitment HRM and work engagement, which in turn affects organizational commitment. Results indicate that the relationship between high-commitment HRM and organizational commitment was fully mediated by work engagement. Results also supported the mediated moderation model. A significant indirect effect was found from high-commitment HRM to commitment via engagement for low task proficiency, but not for high task proficiency. Implications and directions for future research are discussed. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This study aims to investigate whether career adaptability could enhance an employee's work engagement through job crafting behaviors and to address the role of HR practices in this relationship. Based on career construction theory, we first examine whether career adaptability, as a self-regulatory competency may trigger enhanced job crafting behaviors, which in turn increase employee's work engagement. Second, we propose a moderation model in which different implemented high-performance work practices (HPWPs) moderate the relationship between career adaptability and job crafting. The results show that job crafting mediated the positive relationship between career adaptability and work engagement. The results support the hypothesized moderation only for opportunity-enhancing HPWPs. The relationship between career adaptability and job crafting is positive and significant for medium and high opportunity-enhancing HPWPs, but not for low levels of this HPWPs domain. The results imply that through the implementation of opportunity-enhancing HPWPs organizations can create a room for employees to express their adaptability at work through crafting their jobs, which in turn relates to work engagement. [ABSTRACT FROM AUTHOR]

Abstract: In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit. [ABSTRACT FROM AUTHOR]