Exploring HRM Meta‐Features that Foster Employees' Innovative Work Behaviour in Times of Increasing Work–Life Conflict

Today, employees' innovative work behaviour (IWB) is critical for companies' success. However, employees increasingly experience work–life conflict (WLC) which negatively influences performance at work. Human resource management (HRM) has the potential to foster employees' engagement in innovative activities and to reduce tensions between work and private life simultaneously. Our paper aims to advance understanding under which conditions these relations occur by exploring HRM meta‐features. These are defined as overall characteristics of an HR system helping companies to communicate the content of HR practices in a way that leads to desired interpretations by employees. Using a qualitative, interview study approach, we find that HRM contributes to IWB and diminishes feelings of WLC mainly through the four meta‐features ‘individual orientation’, ‘discretion orientation’, ‘effort orientation’ and ‘expectancy orientation’. We link our findings to extant literature and provide suggestions for managers how these meta‐features can be put into organizational practice.     

Human factors in information security: The insider threat – Who can you trust these days?

This paper examines some of the key issues relating to insider threats to information security and the nature of loyalty and betrayal in the context of organisational, cultural factors and changing economic and social factors. It is recognised that insiders pose security risks due to their legitimate access to facilities and information, knowledge of the organisation and the location of valuable assets. Insiders will know how to achieve the greatest impact whilst leaving little evidence. However, organisations may not have employed effective risk management regimes to deal with the speed and scale of change, for example the rise of outsourcing. Outsourcing can lead to the fragmentation of protection barriers and controls and increase the number of people treated as full time employees. Regional and cultural differences will manifest themselves in differing security threat and risk profiles. At the same time, the recession is causing significant individual (and organisational) uncertainty and may prompt an increase in abnormal behaviour in long-term employees and managers – those traditionally most trusted – including members of the security community. In this environment, how can organisations know who to trust and how to maintain this trust?The paper describes a practitioner’s view of the issue and the approaches used by BT to assess and address insider threats and risks. Proactive measures need to be taken to mitigate against insider attacks rather than reactive measures after the event. A key priority is to include a focus on insiders within security risk assessments and compliance regimes. The application of technology alone will not provide solutions. Security controls need to be workable in a variety of environments and designed, implemented and maintained with people’s behaviour in mind. Solutions need to be agile and build and maintain trust and secure relationships over time. This requires a focus on human factors, education and awareness and greater attention on the security ‘aftercare’ of employees and third parties.     

Proposing the control‐reactance compliance model (CRCM) to explain opposing motivations to comply with organisational information security policies

Organisations increasingly rely on information and related systems, which are also a source of risk. Unfortunately, employees represent the greatest risk to organisational information because they are the most frequent source of information security breaches. To address this ‘weak link’ in organisational security, most organisations have strict information security policies (ISPs) designed to thwart employee information abuses. Regrettably, these ISPs are only partially effective because employees often ignore them, circumvent them or even do the opposite of what management desires. Research on attempts to increase ISP compliance has produced similarly mixed results. Lack of compliance with ISPs is a widespread organisational issue that increasingly bears disproportionately large direct and qualitative costs that undermine strategy. Consequently, the purpose of our study was to contribute to the understanding of both motivations to comply with new ISPs and motivations to react negatively against them. To do so, we proposed an innovative model, the control‐reactance compliance model (CRCM), which combines organisational control theory – a model that explains ISP compliance – with reactance theory – a model used to explain ISP noncompliance. To test CRCM, we used a sample of 320 working professionals in a variety of industries to examine the likely organisational outcomes of the delivery of a new ISP to employees in the form of a typical memo sent throughout an organisation. We largely found support for CRCM, and this study concludes with an explanation of the model's contributions to research and practice related to organisational ISP compliance.     

An empirical study on the integrative pre-implementation model of technology acceptance in a mandatory environment

Technology acceptance has been studied extensively within the IS discipline. Few, if any, have studied end users’ acceptance of newly implemented technologies within organisational contexts before end users start using the technology. Thus, by integrating variables from multiple relevant literature, this research attempts to answer this research question: will the introduction of a richer model for technology acceptance in a mandatory adoption environment, specifically in the pre-implementation phase, allow us to capture and account for the complexities of organisational technology implementations? The research model was tested in an organisational setting where a new content management system was being implemented. A total of 148 employees participated in this survey and partial least squares method was used to analyse the data to test the model. Implementation climate, valence, attitude, and perceived ease of use positively influence goal commitment to technology acceptance in a mandatory environment, and the model has displayed relatively large explanatory and predictive power. Theoretical and practical implications are discussed in the paper.     

AI Decision Making with Dignity? Contrasting Workers’ Justice Perceptions of Human and AI Decision Making in a Human Resource Management Context

Information Systems Frontiers - Using artificial intelligence (AI) to make decisions in human resource management (HRM) raises questions of how fair employees perceive these decisions to be and...     

Understanding social collaboration between actors and technology in an automated and digitised deep mining environment

The purpose of this article is to develop knowledge and learning on the best way to automate organisational activities in deep mines that could lead to the creation of harmony between the human, technical and the social system, towards increased productivity. The findings showed that though the introduction of high-level technological tools in the work environment disrupted the social relations developed over time amongst the employees in most situations, the technological tools themselves became substitute social collaborative partners to the employees. It is concluded that, in developing a digitised mining production system, knowledge of the social collaboration between the humans (miners) and the technology they use for their work must be developed. By implication, knowledge of the human's subject-oriented and object-oriented activities should be considered as an important integral resource for developing a better technological, organisational and human interactive subsystem when designing the intelligent automation and digitisation systems for deep mines.

Statement of Relevance: This study focused on understanding the social collaboration between humans and the technologies they use to work in underground mines. The learning provides an added knowledge in designing technologies and work organisations that could better enhance the human–technology interactive and collaborative system in the automation and digitisation of underground mines.     

Incorporating trust-in-technology into Expectation Disconfirmation Theory

Continued use of strategic information systems is not always a given. This study proposes that users’ trust in the system may influence their satisfaction and continuance intention. While trust has been found to have strategic implications for understanding consumers’ technology usage, relatively little research has examined how trust’s influence operates over time. To gain insight into trust’s influence on strategic system usage over time and to explain how trust relates to satisfaction and continuance intention, we integrate trust-related constructs with the Complete Expectation Disconfirmation Theory (EDT) Model. Our results demonstrate that trust plays a central role in the EDT process and that the EDT process helps explain trust’s role more completely. The study shows that technology trusting expectations influence trusting intention through performance, disconfirmation, and satisfaction. We also show that technology trusting intention adds predictive power to EDT’s satisfaction construct as together they predict usage continuance intention. For research, our results provide a strong combined EDT and trust theory base for future studies that examine expectation management and system development projects. For practice, our study informs systems implementation strategies for technologies that have fewer human-like characteristics and more technology-like characteristics. Our findings underscore that managers need to adopt an EDT process-based view when seeking to build trust, satisfaction, and continuance intention in strategically important information systems.     

Understanding social collaboration between actors and technology in an automated and digitised deep mining environment

The purpose of this article is to develop knowledge and learning on the best way to automate organisational activities in deep mines that could lead to the creation of harmony between the human, technical and the social system, towards increased productivity. The findings showed that though the introduction of high-level technological tools in the work environment disrupted the social relations developed over time amongst the employees in most situations, the technological tools themselves became substitute social collaborative partners to the employees. It is concluded that, in developing a digitised mining production system, knowledge of the social collaboration between the humans (miners) and the technology they use for their work must be developed. By implication, knowledge of the human's subject-oriented and object-oriented activities should be considered as an important integral resource for developing a better technological, organisational and human interactive subsystem when designing the intelligent automation and digitisation systems for deep mines. STATEMENT OF RELEVANCE: This study focused on understanding the social collaboration between humans and the technologies they use to work in underground mines. The learning provides an added knowledge in designing technologies and work organisations that could better enhance the human-technology interactive and collaborative system in the automation and digitisation of underground mines.     

The role of human resource management in implementing a 'new agreement' between employers and employees

When quality in an organisational context includes more employee-oriented arrangements and systems, the introduction of a new relationship pattern between employers and employees can rightly be considered a quality program. In this article we describe the shifting roles of HRM and 'people management' in general within a changing environmental and organisational context. We present an original 'FIT' organisational model, in which the role of HRM as 'partner-champion' is highlighted, and which was implemented during the 1990s in a multinational company. More specifically, we describe the company background, the motives for this new approach, the basic principles and the main phases of implementation of this new 'social contract'.     

Protection motivation and deterrence: a framework for security policy compliance in organisations

Enterprises establish computer security policies to ensure the security of information resources; however, if employees and end-users of organisational information systems (IS) are not keen or are unwilling to follow security policies, then these efforts are in vain. Our study is informed by the literature on IS adoption, protection-motivation theory, deterrence theory, and organisational behaviour, and is motivated by the fundamental premise that the adoption of information security practices and policies is affected by organisational, environmental, and behavioural factors. We develop an Integrated Protection Motivation and Deterrence model of security policy compliance under the umbrella of Taylor-Todd's Decomposed Theory of Planned Behaviour. Furthermore, we evaluate the effect of organisational commitment on employee security compliance intentions. Finally, we empirically test the theoretical model with a data set representing the survey responses of 312 employees from 78 organisations. Our results suggest that (a) threat perceptions about the severity of breaches and response perceptions of response efficacy, self-efficacy, and response costs are likely to affect policy attitudes; (b) organisational commitment and social influence have a significant impact on compliance intentions; and (c) resource availability is a significant factor in enhancing self-efficacy, which in turn, is a significant predictor of policy compliance intentions. We find that employees in our sample underestimate the probability of security breaches.     

Intelligent information processing in human resource management: an implementation case in China

Abstract: Information systems have been applied to human resource management (HRM) for decades. However, the way of using information systems and the way of processing information for HRM have evolved and dramatically improved over the last decade. More and more HRM systems today are being changed to e-HRM systems. This is mainly due to the advent of Internet technology and the emerging concept of business intelligence. Our study shows the evolution of information systems and information processing in the HRM domain and provides an implementation case in a large Chinese state-run factory. The experiences and lessons learned from this case reveal several common problems in developing information systems in the HRM domain.     

Investigating the Importance of Trust on Adopting an Autonomous Vehicle

The objective of this study is to examine the user’s adoption aspects of autonomous vehicle, as well as to investigate what factors drive people to trust an autonomous vehicle. A model explaining the impact of different factors on autonomous vehicles’ intention is developed based on the technology acceptance model and trust theory. A survey of 552 drivers was conducted and the results were analyzed using partial least squares. The results demonstrated that perceived usefulness and trust are major important determinants of intention to use autonomous vehicles. The results also show that three constructs—system transparency, technical competence, and situation management—have a positive effect on trust. The study identified that trust has a negative effect on perceived risk. Among the driving-related personality traits, locus of control has significant effects on behavioral intention, whereas sensation seeking did not. This study investigated that the developed model explains the factors that influence the acceptance of autonomous vehicle. The results of this study provide evidence on the importance of trust in the user’s acceptance of an autonomous vehicle.     

Fragile halos: Comparing organisational reputation across sectors

Non-profit organisations operate with the advantage of a generally positive social image. Workers and managerial employees of nonprofits are commonly thought of as altruistic, trustworthy and respectable actors who assist their communities. However, the non-profit sector has faced several notable scandals and crises that have tested this positive social image. This paper reports on an analysis of the positive social image, which we call a sector ‘halo’ and its durability in the face of organisational crisis. Based on a sample from Amazon's Mechanical Turk, the analysis confirms the general positive social image of non-profit organisations when compared to their private for-profit and government sector peers, who possess lower levels of trust. However, a survey experiment reveals that given a crisis scenario regarding a data breach incident, the ‘halo’ entirely disappears. Our study improves on the literature regarding trust and organisational reputation and highlights the importance of sector ownership and perceived differences pre- and postcrisis.     

Knowledge-Based Jobs and the Boundaries of Firms Agent-based Simulation of Firms Learning and Workforce Skill Set Dynamics

The article explores emergence and survival of human resource management strategies and organisational types in a knowledge-based job market. The analysis considers a dynamic environment in which skill requirements change rapidly. We built an agent-based model to simulate a market where firms post job offers to fill vacancies and decide how to select and reward employees; employees, bearing skills, select firms comparing job offers. Taking an evolutionary approach, we explore how hiring strategies, which guarantee survival, emerge from interconnected variation, selection and retention processes. The simulation experiments suggest that, as the rate of change of the environment increases, long-term employment and firm-specific knowledge building emerge as the survival strategy.     

Innovation and HRM: Towards an Integrated Framework

This paper explores the connection between innovation (management) and human resource management. Much has been written about the both concepts separately, but there is no integrated conceptual framework available for the combination of the two. Our goal here is to develop such a framework. We do this in a number of steps, starting with a presentation of the existing approaches and models with respect to innovation (management) and HRM. This is followed by a search for the linkage between the two traditions, as a starting point for an integrated model and an in‐depth case study regarding the link between innovation and HRM, in order to further develop our model. We conclude with the presentation of our model and with suggestions for further research.     

Workers and Their Willingness to Learn: Will ICT‐Implementation Strategies and HRM Practices Contribute to Innovation?

The article deals with the relationship between the willingness of workers to acquire ICT‐competences), the ICT‐implementation strategy (to ‘automate’ or ‘to informate’) pursuit by organizations and the HRM practices used by them. Based on a simple conceptual model, we tested three hypotheses: the more extended the use HRM practices in organizations, the more often workers will work in a work setting based on an informated ICT implementation strategy; an informated ICT implementation strategy will lead to a higher willingness of employees to acquire ICT‐related competences; the effect of an informated ICT‐strategy on the willingness to acquire ICT‐related competences will be higher than that of the HRM‐practices. To test these hypotheses, we used a survey of 733 Dutch employees working with ICT devices. Our analysis gives some partial support to the first two hypotheses, but the third is rejected by the data: ICT‐implementation strategies and some HRM‐practices have an independent effect on the willingness to acquire ICT‐compentences.     

Research on the HRM performance assessment model based on FPGA embedded system and bayesian network

Human Resource Management (HRM) is a structured and fully organized people-managed process. IT includes the person setting up the organization (employer), cash holding and benefits management, performance management, and alternative management and maintenance. One of the strategies for a successful company is to attract talented individuals to any particular position and retain key employees in a better and more energetic workforce. In any field, small or large, human resource management plays its traditional role, but its staff can expand its scope to evaluate performance. Due to the evolution of the new service comes the field of human resource management. The development of a new organization called a performance management system (PMS). Performance appraisal is the social irresponsible management center of companies and organizations, and each appraisal index of the proper allocation of human resources should be given appropriate weights that are important to organize and align the organizational structure and the performance management system at the limits of the individual goals of the sports organization's business goals. This article addresses the validity of PMS. Research programs that serve as a strategic tool for a performance management system achieve a strong foundation for employees to achieve their ambitions and goals for the company to achieve their core financial goals. Propose to implement a Bayesian Network (BN) Representation based Field Programmable Gate Arrays (FPGA) that allow for continuous monitoring of embedded systems under a time and resource basis. Advanced package tools integrated with hardware implementation provide a specific offline configuration. The proposed hybrid redesign device is evaluated to indicate potential acceleration. Some modifications to the hardware's functionality have been explored to better balance accuracy, performance, and resource allocation.     

Understanding and measuring formal communication quality for technology implementation: A test during the anticipation stage

Successfully introducing new technologies to employees remains a critical and challenging task for managers. Practitioner and academic research points to the crucial role of formal communication in the success of technology implementation. We developed a scale for measuring formal communication quality and assessed its influence using three samples of working professionals who were anticipating new technologies at work. Informed by the coping model of user adaptation, we examined the direct and indirect effects of formal communication quality during the anticipation stage of a technology implementation project on employees’ cognitions, emotions and intention to connect with colleagues in order to prepare themselves for the new technologies. The results validate our conceptualization of formal communication as a second-order formative construct with information quality in four content areas (i.e., what, how, why and when) as the first-order dimensions. Our findings affirm the role of formal communication as a managerial influence mechanism that positively affects an employee’s preliminary evaluation of a new IT during the anticipation stage. The evaluation of the new IT triggered emotions, and the emotions in turn motivated employees to seek opinions and camaraderie from others as a means of adapting to the new IT. Our post hoc analyses illustrate the dynamic nature of the relationship among formal communication quality, beliefs, emotions and coping intentions as the implementation unfolds. Our work contributes to the literature by improving the operationalization of formal communication quality, expanding the current understanding of seeking social support and revealing new insight about the temporal dynamics of the relationships in the nomological network during the anticipation stage. The validated scale of formal communication can be a useful tool for managers who wish to evaluate the effectiveness of their communication and to assess its impact on employees’ adaptation.     

‘What a waste of time’: An examination of cybersecurity legitimacy

Managers who oversee cybersecurity policies commonly rely on managerial encouragement (e.g., rewards) and employee characteristics (e.g., attitude) to drive compliant behaviour. However, whereas some cybersecurity initiatives are perceived as reasonable by employees, others are viewed as a ‘waste of time’. This research introduces employee judgements of cybersecurity legitimacy as a new angle for understanding employee compliance with cybersecurity policies over time. Drawing on theory from the organisational legitimacy and cybersecurity literature, we conduct a three-wave survey of 529 employees and find that, for each separate wave, negative legitimacy judgements mediate the relationship between management support and compliance, as well as between cybersecurity inconvenience and compliance. Our results provide support for cybersecurity legitimacy as an important influence on employee compliance with cybersecurity initiatives. This is significant because it highlights to managers the importance of not simply expecting compliant employee behaviour to follow from the introduction of cybersecurity initiatives, but that employees need to be convinced that the initiatives are fair and reasonable. Interestingly, we did not find sufficient support for our expectation that the increased likelihood of a cybersecurity incident will moderate the legitimacy-policy compliance relationship. This result suggests that the legitimacy perceptions of employees are unyielding to differences in the risk characteristics of the cybersecurity incidents facing organisations.     

Team leader strategies for enabling collaboration technology adaptation: team technology knowledge to improve globally distributed systems development work

Active management of team adaptation of collaboration technologies offers an important lever for influencing success rates in distributed project work, particularly in settings characterized by high task interdependence, such as information systems development (ISD). Substantial uncertainty exists as to how a leader might influence such technology adaptation during project work. Prior research indicates that a major leader resource to accomplish technology adaptation in these settings would be team technology knowledge (TTK). This empirical field study develops a five-factor model of strategies regarding awareness of TTK that team leaders take in intervening to affect technology adaptation in distributed ISD projects. The analysis indicates insights into when and why these strategies are effective and how they relate to each other as well as the leader's awareness of TTK. The study provides a way for ISD team leaders to approach improving team collaboration from a socio-technical perspective as well as insights into potential levers for improving team technology adaptation and the efficacy of ISD projects.