The Good, the Not So Bad, and the Ugly of Competitive Human Resource Practices: A Multidisciplinary Conceptual Framework
首次系统定义竞争性人力资源实践，并构建概念框架解释其影响员工的过程与条件，结合社会比较与不确定性理论，揭示何时产生负面、中性或正面效果。
Human resource (HR) practices used to inject internal competition into the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM) research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge.