Emerald | Research in Personnel and Human Resources Management | Table of Contents http://www.emeraldinsight.com/0742-7301.htm Table of contents from the most recently published volume of Research in Personnel and Human Resources Management Book series en-gb Fri, 27 Jul 2012 00:00:00 +0100 2012 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Research in Personnel and Human Resources Management | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_book/0742-7301.gif http://www.emeraldinsight.com/0742-7301.htm 120 157 Global Human Resource Management: Bridging Strategic and Institutional Perspectives http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047055&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031003 The purpose of this paper is to bridge the boundaries separating strategic and comparative institutional perspectives on human resource systems and employment relations. Each research tradition has investigated the role and outcomes of corporations as they operate in an increasingly global economy. Researchers in these traditions, however, ask different research questions and draw on distinct social science disciplines, theoretical assumptions, and research methodologies. While they have pursued parallel but separate tracks, we argue that they have important lessons for each other. In this paper, we review the core characteristics and critiques of each research tradition, provide a series of examples of efforts to bridge their differences, and offer suggestions for future integration. Chapter literatinetwork@emeraldinsight.com (Rosemary Batt, Michel Hermans) Fri, 27 Jul 2012 00:00:00 +0100 Designing Executive Risk-Taking: An Agenda for Improving Executive Outcomes Through Work Design http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047056&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031004 Executives exert a pervasive influence on the organizations they lead. As such, scholars have long considered how to calibrate the risks inherent in executive decision making, often relying on incentives and compensation to calibrate executive risk behavior. However, there are shortcomings that reduce the efficacy of this approach, largely because incentives and compensation do not alter the work environment itself, which play a significant role influencing executive risk behavior. Consequently, in this chapter, we propose a conceptualization that integrates executive risk-taking with work design, framing three central features of the strategic leader job and work environment that may be manipulated to channel and shape executive risk-taking. Specifically, accountability, discretion, and relationships are proposed as the key higher-order characteristics of the executive work context, and they are examined with respect to optimal calibration in order to maximize both executive performance and well-being, as well as organizational coordination and control. Implications of this conceptualization and directions for future research are discussed. Chapter literatinetwork@emeraldinsight.com (James K. Summers, Timothy P. Munyon, Annette L. Ranft, Gerald R. Ferris, M. Ronald Buckley) Fri, 27 Jul 2012 00:00:00 +0100 Orientation Programs that may Facilitate Newcomer Adjustment: A Literature Review and Future Research Agenda http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047057&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031005 Formal orientation programs play a potentially important role in newcomer adjustment, yet research aimed at understanding and improving the effects of these interventions has stagnated in recent years. The purpose of this chapter is to facilitate a redirection of researchers’ attention to such programs, and to suggest ways to integrate this body of research with recent developments in socialization and training literatures. Chapter literatinetwork@emeraldinsight.com (Jinyan Fan, M. Ronald Buckley, Robert C. Litchfield) Fri, 27 Jul 2012 00:00:00 +0100 A Review of Recent Advances in Item Response Theory http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047058&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031006 The purpose of this chapter is to provide researchers a summary of some of the latest developments in item response theory (IRT), and to help these groups realize that psychometric tools can now be used for theory testing in addition to the traditional role of improving construct measurement. The author first reviews some of the fundamental tenets of classical test theory to contrast with IRT. He then describes recent advances in goodness-of-fit tests that have helped turn IRT into a model-testing tool. Finally, the author reviews several new test models that provide new flexibilities, summarizing summarize several examples of research that has used these new models in organizational research. At the end of this review, the author provides suggestions to help researchers better use these new IRT tools. Although there have been significant advances in IRT in the past decade, there has not been a systematic review of these developments. This review places those developments in context to provide readers a real appreciation of these breakthroughs. Chapter literatinetwork@emeraldinsight.com (Michael J. Zickar) Fri, 27 Jul 2012 00:00:00 +0100 The Impact of Leadership, Management, and HRM on Employee Reactions to Organizational Change http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047059&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031007 This chapter provides a review and extension of research pertaining to the respective roles of leaders, managers, and human resource management (HRM) practices on employee reactions to organizational change. Particular focus is given to the differential effects of these factors on employee commitment and resistance to change. A review of organizational change research between 2001 and 2011 revealed these outcomes to be two of the most commonly studied and consequential employee reactions to change. The review also demonstrates that research lacks precision in the treatment (conceptualization and measurement) of these constructs. For instance, sometimes the leadership and management of change are clearly differentiated, other times equated, and yet other times blurred. Arguments are presented that encourage researchers to refine theory and tests of leading and managing change, as well as their respective implications for change-related HRM. A specific case is made for the academic and practical utility of theory and practice that explicitly integrates leadership and management roles and responsibilities. Doing so will more closely align with and capture the inherent complexity of organizational change and employees’ experience. The intent is to urge both scholars and practitioners of change to adopt broader, yet more precise and practical, perspectives on how to influence employee reactions and change outcomes. To this end, special attention is paid to roles of leaders, managers, and HRM practices. Chapter literatinetwork@emeraldinsight.com (Mel Fugate) Fri, 27 Jul 2012 00:00:00 +0100 Off-the-job Embeddedness: A Reconceptualization and Agenda for Future Research http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&chapterid=17047060&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031008 We propose that off-the-job embeddedness (OTJE) be reconceptualized as a separate and distinct, albeit related, construct from job embeddedness. We conceptualize OTJE as the totality of outside-work forces which keep an individual bound to his/her current geographical area and argue that this construct includes important factors which do not fall under the umbrella of “community embeddedness.” Moreover, we propose that these outside-work forces may embed individuals in their jobs either directly or indirectly (through the perceived or expressed preferences of spouses, children, and extended family). This paper identifies the key components of OJTE, addresses the measurement of OTJE, explains the relationships between job embeddedness and OTJE (and their respective components), highlights how OTJE can either amplify or counteract the effects of job embeddedness, and illustrates the direct and indirect effects of OTJE on both work-related and personal outcomes. Chapter literatinetwork@emeraldinsight.com (Daniel C. Feldman, Thomas W.H. Ng, Ryan M. Vogel) Fri, 27 Jul 2012 00:00:00 +0100 Research in Personnel and Human Resources Management http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047062&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031010 Editorial Board Fri, 27 Jul 2012 00:00:00 +0100 Research in Personnel and Human Resources Management http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047063&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031011 Editorial Board Fri, 27 Jul 2012 00:00:00 +0100 Research in Personnel and Human Resources Management http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047064&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031012 Editorial Board Fri, 27 Jul 2012 00:00:00 +0100 List of Contributors http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047054&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031002 Index Fri, 27 Jul 2012 00:00:00 +0100 Copyright Page http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047065&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031013 Miscellaneous Fri, 27 Jul 2012 00:00:00 +0100 About the Authors http://www.emeraldinsight.com/books.htm?issn=0742-7301&volume=31&articleid=17047061&show=abstract http://www.emeraldinsight.com/10.1108/S0742-7301(2012)0000031009 Personal Report Fri, 27 Jul 2012 00:00:00 +0100