Index
Research in Personnel and Human Resources Management
ISBN: 978-1-78714-709-6, eISBN: 978-1-78714-708-9
ISSN: 0742-7301
Publication date: 20 July 2017
This content is currently only available as a PDF
Citation
(2017), "Index", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 35), Emerald Publishing Limited, Leeds, pp. 335-343. https://doi.org/10.1108/S0742-730120170000035011
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Ability-motivation-opportunity (AMO) model of HR management
, 105
Active neutral distraction
, 10
Active positive distraction
, 10
Adult attachment system
, 60–63
Affective climate
, 21
Affective events
, 3, 21–23
Affective events theory (AET)
, 4, 5, 19–21, 37
Affective job insecurity climate
, 22
Affective revolution in organizational behavior
, 4
Americans with Disabilities Act (ADA)
, 244, 256, 260
AMO (Ability, Motivation, Opportunity) theory
, 4
Amygdala
, 6–7
Associated emotion-related processes
, 14
Attachment anxiety
, 59
Attachment avoidance
, 59
Attachment-related constructs
, 56
Attachment-related mental representations
, 60
Attachment styles
, 59, 61
dispositional
, 68
as moderator
, 75–76
Attachment theory
, 56
in adulthood
, 60–63
attachment styles, influence of bias
, 61–62
“broaden-and-build” cycle of attachment security
, 61
child’s cumulative attachment experiences and knowledge of them
, 58
in context of organizations
, 63–64
hyperactivation and/or deactivation strategy
, 58
mentoring and
, 65–67
in OB contexts
, 63
original
, 57–60
related social interactions
, 59
sensitive and responsive attachment
, 58
to study leadership
, 63
Attentional deployment ER strategies
, 10, 31
Attentional distractions
, 10
Attention deployment
, 32
Authentic expression of a discrete emotion
, 11
Authentic followership
, 117
Authenticity, notion of
, 107
Kernis perspective of
, 109
Authentic leadership
core dimensions of
, 108
definition of
, 108–110
follower outcomes
, 117–120
high-performance human resource practices (HPHRP) and
, 110–112
impact of authentic leaders and HPHRP on work engagement
, 138–139
influence processes
, 112–116
integrating human resource management and
, 120–138
integrative model of
, 106–120
KSAAs (knowledge, skills, abilities, and attributes)
, 127
personal and collective identification processes, importance of
, 113–114
positive behavioral modeling and
, 112–113
positive emotional contagion
, 114
positive social exchanges between authentic leaders and their followers
, 116
self-awareness of the leader
, 108
self-based conception of
, 109
self-determination theory (SDT)
, 114–116
Backward thinking
, 170
Balanced processing
, 108
Ban-the-box legislation
, 258–259
Between-persons phenomenon
, 12–13
practical HRM implications
, 23–33
Big data
, 220–221
Blockmodeling
, 216–218
actor attributes in
, 221
approach for partitioning signed data
, 226–227
core-periphery structure in
, 224–225
data reductions and missing data
, 219–221
evaluating human resource management systems
, 223
homogeneity
, 229–230
idealized
, 222
identification and comparison of subgroups
, 221–222
interdependencies between positions of a blockmodel
, 222
interpreting blockmodels
, 221
in multi-method analysis
, 223–224
potential utility of
, 218–227
of a social network
, 225
structural equivalence and
, 219
in succession planning
, 223
types of research questions used in
, 224–227
uncovering network structure
, 222–223
underutilization of
, 218–219
Blockmodeling, application of
friendship and collaboration networks
, 234, 237
implementation and results
, 232–237
model selection process for multimodal cluster analysis
, 230–232
nature of subgroup structure
, 232–234
organizational data and research questions
, 227–228
selection of method
, 228–230
Body Shop®
, 26
Boundary conditions of decision-making processes
, 305–316
future research
, 315–316
individual differences
, 305–312
practical suggestions
, 314–315
team cohesion
, 313–314
Bounded rationality
, 3
Brain, fear circuits in
, 6–7
Bureaucracies
, 158
“Business Source Complete” search engine
, 217
Career development
, 127–129
Clinical psychology
, 31
Cognitive behavioral therapy
, 30–31
Cognitive reappraisal
, 9, 27, 34
interventions
, 30
positive
, 32
Cognitive revolution
, 4
Collective consciousness
, 2
Compensation
, 33
Computerized performance monitoring (CPM)
, 189
Convex hull (CHull) method
, 230
Corporate Leadership Council (CLC)
, 159
Criminal record, as employment barrier
, 252–260
affected applicants
, 255–256
alternatives to relying only on criminal records
, 258–260
disparate impact on members of a protected class
, 256–258
screening applicants based on criminal background
, 253–254
stigma associated with being an ex-offender
, 254
Culture change
, 37
Deactivating strategies
, 62
Descartes’ Error (Damasio)
, 2
Developmental psychology
, 84
Digital Natives
, 188
Disability, as employment barrier
, 260–268
hearing impairments
, 264–265
intellectual and developmental disabilities
, 266–267
mental illnesses and psychiatric disabilities
, 265–266
physical disabilities
, 263
visual impairments
, 263–264
Dispositional attachment styles
, 68
Distributive justice
, 250
Dualism
, 2
Due process system
, 130, 167–168
Electronic performance appraisal (EPA) systems
, 189–191
Emonet
, 4
Emotion, defined
, 2
Emotional climate
, 21–22
Emotional Competence Inventory (ECI)
, 13
Emotional contagion processes
, 22
Emotional intelligence
, 12–13, 25, 33
Emotional labor
, 3, 34–35
leadership as
, 35–36
strategies
, 15–18
theory
, 15
Emotional regulation
, 5, 9
implications for HRM
, 22–38
process model
, 8–12
in selection and socialization
, 26–27
strategies
, 10
in training and development
, 30–33
Emotion-infused workplace scenarios
, 34
Emotions
accumulation of
, 22
authentic expression of
, 16
discrete
, 8
faking
, 16
focused coping
, 8
gender effect in expression of
, 25
interaction of HRM and
, 23
positive and negative discrete (specific)
, 25
relevance to recruitment and selection
, 24–26
role in organizational life
, 3
Emotion training
, 29–30
Emotion work
, 34–35
Employee assistance program (EAPs)
, 30
Employment, barriers to
, 244–246
confirmation bias
, 250
coworkers, role of
, 250
criminal record
, 252–260
disability
, 260–268
discussion and conclusion
, 273–275
issues of cultural and language diversity
, 251
model of barriers
, 246–252
organizational policies and practices
, 250–252
racial biases
, 246–247
review of literature
, 252–273
socialization issues
, 251
socioeconomic barriers
, 268–273
stakeholders, role of
, 252
stereotype-confirming behavior
, 248–250
stigma and discrimination
, 250
supervisor’s evaluation of work performance
, 249–250
workers with mental illness
, 250
Engagement management process
, 130
Equal Employment Opportunity Commission (EEOC)
, 257
Equivalence representations
, 220
Evidence-based management
, 164
Ex-offenders’ employment prospects. See Criminal record, as employment barrier
Explicit knowledge
, 135
Expression suppression
, 16
Expressive suppression
, 9
Fairness
, 163
Faking emotion
, 16
Fear
, 5–9
coping strategies
, 8
as “disconfirmation,”
, 6
inducing and stressful events in the workplace
, 7–8
neuropsychological perspective of
, 6–7
as a response to anticipated threat
, 5
Feedback
, 26–28, 28–29, 164–165, 181, 188, 201
culture
, 161–162, 196–197
frequent and instant
, 183–184
incorporate forward-looking
, 183
regular conversations and developing
, 192–193
timing and frequency of
, 165
Feedback Environment (FE)
, 162
favorable or positive
, 166, 167
Feedback Environment Scale (FES)
, 165
Feedback Intervention Theory (FIT)
, 165
Five-level model of emotions
between-persons phenomenon
, 12–13
interpersonal interactions
, 14–18
organization-wide phenomenon
, 20–22
teams and workgroups
, 18–20
within-person phenomenon
, 5–12
Flexible job design
, 133–135
Flow: The Psychology of Optimal Experience (Csikszentmihalyi)
, 104
Formal mentoring relationships
, 77
General equivalences
, 220
Goodness-of-fit analysis in probabilistic models
, 220
Gut reactions
, 24
Health effect of employment
, 271–273
Healthy emotional climate
, 21
High-performance human resource practices (HPHRP)
, 105, 110–112
impact on work engagement
, 138–139
motivation-enhancing HR practices
, 111–112
opportunity-enhancing HR practices
, 112
skill-enhancing HR practices
, 111
High-performance work systems
, 288–291
boundary conditions of decision-making processes
, 305–316
in development of judgment and decision-making
, 290–291
dialectical inquiry and devil’s advocacy
, 296–299
gold standard
, 294
impact on firm performance
, 292–293
in implementing aggressive planning and reformation
, 294–296
in-task probing
, 316–317
methodological considerations
, 316–317
micro and macro-level perspectives
, 304–305
positive effect of
, 294
relationship between occupational safety and
, 294
resource-based view
, 293
risks associated with installing
, 290
situation assessment
, 300–301
situation awareness
, 299, 301–304
as strategic decision exemplar
, 291–293
synthesis of decision-making processes and executive learning development
, 296
types of
, 293–305
Hiring matrix
, 259
Homogeneity blockmodeling
, 229–230
Hyper-activating strategies
, 62, 77–78
Hyperactivation and/or deactivation strategy
, 58
Image matrix
, 220
Individual-level restoration
, 38
Individual Placement and Support (IPS)
, 259–260
Information/knowledge sharing
, 135–137
important role in promoting
, 136–137
intrinsic vs extrinsic motives for
, 136
Interpersonal emotion regulation
, 33–34
Interpersonal interactions
, 14–18
Interpersonal-level emotional regulation
, 14–15
Interview process
, 25–26
Job Characteristics Model
, 133
Job crafting
, 133, 134–135
Job-level restoration
, 37–38
Job satisfaction
, 63
Judgment based on evidence
, 167
Judgment-driven behaviors
, 4
Juniper Networks
, 220–221
K-means algorithm
, 230
Knowing about
, 135
Knowing how
, 135
Leader–Member Exchange (LMX)
, 18–20, 166, 198
differential quality of
, 19–20
implications for HRM
, 35
positive social exchanges
, 116
Leadership as emotional labor
, 20, 35–36
Left frontal hypoactivity
, 7
Likert-type rating scales
, 170
LinkedIn
, 220
The Managed Heart
, 4
Meditation
, 32
Mentoring literature
, 56
Mentoring relationships
, 27, 30, 32, 54–57
in anxious/ambivalent styles
, 69–71
attachment theory and
, 65–67
in avoidant individual styles
, 70
career-related support
, 65
closeness and fear of others’ rejection
, 69–70
developing a quality relationship (cultivation phase)
, 71–82
feelings of security
, 71–73
future
, 86–87
HRM field, implications for
, 94–95
initiation of informal mentoring relationships
, 69–71
mentoring research, implications for
, 88–90
methodological considerations
, 90–91
phases
, 67–87
practice, implications for
, 92–94
psychosocial support
, 65
reciprocal support behaviors
, 74–75
redefinition phase
, 85–86
separation phase
, 82–85
Mentoring schemas
, 55
Mentor–protégé attachment styles
, 65–67
attachment style fit and relationship quality
, 76–82
career-related support and role modeling
, 80
conflict or disagreement, effect of
, 78
development of peer relationship
, 84
impact of negative mentoring experiences
, 87
initiation of informal mentoring relationships
, 69
reactions to separation
, 83–85
secure–insecure composition
, 76, 78–79
supportive behaviors
, 74–76
tendencies to separate
, 82–83
Mindfulness
, 11–12, 27
training interventions
, 31–32
Mindfulness based-stress reduction (MBSR)
, 31
Motivation
, 170
Motivation-enhancing HR practices
career development
, 127–129
performance management
, 129–131
MSCEIT
, 13
Neural pathways
, 6
Onboarding programs
, 27
On-the-job learning
, 27
Opportunity-enhancing HR practices
employee involvement
, 131–133
flexible job design
, 133–135
information/knowledge sharing
, 135–137
work teams
, 137–138
Organizational behavior (OB)
, 2
Organizational climate
, 21, 110
healthy, practical recommendations for
, 36–38
Organizational commitment
, 64
Organizational Justice (OJ)
, 166
Organization-level restoration
, 37
Organization-specific emotional display rules
, 27
Organization-wide phenomenon
, 20–22
Over-identification
, 64
Parent–child relationships
, 54
Passive neutral distraction
, 10
Peer-to-peer accountability
, 204
Performance appraisal (PA)
, 156
information processing model of
, 160
rater accountability
, 172, 174, 176, 185, 190, 202, 204
revamping of
, 182–183
Performance information
, 173
Performance management
, 27–29, 129–131, 156
in Accenture
, 183–184
in Adobe
, 184
business cycles and
, 163–164
criticism of traditional
, 158–169
cumbersome, burdensome, time-consuming nature of
, 160–164
in Deloitte
, 159, 162–163, 172
developing quality relationships between managers and employees
, 197–198
enhancing rater motivation, steps to improve
, 174–175
evaluative ratings
, 193–194, 198–199
evoking negative reactions in employees and managers
, 191–200
feedback element of
, 161–162
fixing across organizations
, 200–204
manager-employee relationships, cultivating
, 193
performance ratings, criticism of
, 169–178
problems, modifications, and potential solutions
, 164–169
problems with
, 158–160
promoting fairness and organizational justice
, 194
reactions to
, 194–195
relationships between managers and subordinates
, 162–163
role of fairness in
, 199–200
in team-based environments
, 168
technology and appraisal rating accuracy
, 177–178
traditional performance review systems, issues with
, 178–191
in Wipro
, 162
Performance ratings, criticism of
, 169–178
accountability of raters
, 171–172, 175
accuracy
, 175–176
modifications, and potential solutions
, 171–178
problems
, 169–171
technological advances and rater bias
, 173
Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) (1996)
, 268, 273
Positive cognitive reappraisal
, 32
Positive emotional contagion
, 114
Positive social exchanges
, 131
Pre-training phase
, 125
Problem-focused coping
, 8
Procedural justice
, 250
Protégé
, 55, 65, 73–74
insecure attachment styles
, 78
mentor’s sense of security and
, 73–74
Proximity seeking
, 58, 62
Psychophysiological processes
, 2
Psychosocial support
, 85
Realistic job previews (RJPs)
, 122
Reciprocal support behaviors
, 74–75
Recruitment
, 121–122
Recruitment processes
, 24–26
Rehabilitation Services Administration (RSA-911)
, 262
Relational transparency
, 108
Relationship-specific attachments
, 66
Secure attachment style
, 59
Security-based self-representations
, 61
Selection
, 122–124
processes
, 24–26
See also Employment, barriers to
Self-determination theory (SDT)
, 114–116, 136
Self-efficacy
, 132
Shared destiny
, 223
Situation awareness
concerns with
, 299
decision-making model of integrated
, 302–304
Endsley’s model
, 299
knowledge processing
, 303
overt employment of
, 304
schemata and mental models
, 300–301
at work
, 301–302
Situation Awareness Rating Technique
, 317
Skill-enhancing HR practices
personnel selection
, 122–124
recruitment
, 121–122
training and development
, 124–127
Social feedback
, 26
Socialization
, 24–27
Social psychology
, 31
Social roles
, 218
Society for Industrial and Organizational Psychology (SIOP)
, 157
Socioeconomic barriers to employment
, 268–273
child care
, 272–273
education and skill-related deficits
, 269–271
health deficits
, 271–272
rural location
, 273
structural and logistical barriers
, 272–273
transportation’s role in employment
, 272
Somatic marker
, 2
“Strange Situation” assessment procedure
, 59
Strategic human resources management systems
, 288
Tacit knowledge
, 135–136
Team cohesion, effectiveness of
, 313–314
Team Situation Awareness Global Assessment Technique
, 316
Technological advances
, 203
appraisal rating accuracy and
, 177–178
rater bias and
, 173
to track performance
, 184, 189–191
Title VII of the Civil Rights Act
, 256
Traditional performance review systems, issues with
, 178–191
alignment or fit, issue of
, 185, 187
best practice vs best fit, issue of
, 185–187
cross-cultural fit, issue of
, 187
expectations of the workforce
, 180–182
facilitation of performance
, 179–180
Millennial workforce, issue of
, 188
modifications and solutions
, 182–191
performance of millennials
, 181
Training and development initiatives
, 124–127
Trait emotional intelligence
, 13
Transactive memory system
, 303
Transfer of training
, 126–127
Trust
, 117
Trusted assistants
, 19
Veritable sustained performance
, 120
Visceral unity
, 64
Vital engagement
, 104
Within-person phenomenon
, 5–12
practical HRM implications
, 23–33
Work engagement
, 117–119
Work-life balance
, 245
Workplace well-being
, 120
Work teams
, 137–138
- Prelims
- Emotions and Emotional Regulation in HRM: A Multi-Level Perspective
- The Development of Mentoring Relationships: An Attachment Theory Perspective
- Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement
- Performance Management: A Marriage between Practice and Science – Just Say “I do”
- The Case for Adopting Blockmodeling in Human Resource Management Research: Examples in Analyzing Social Networks and HRM Systems
- Barriers to Employment: Individual and Organizational Perspectives
- Systemic Awareness Modeling: A Synthesis of Strategic HR Decision-Making Practices
- About the Authors
- Index