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The Resource Research in Personnel and Human Resources Management

Research in Personnel and Human Resources Management

Research in Personnel and Human Resources Management
Research in Personnel and Human Resources Management
Research in Personnel and Human Resources Management is designed to promote theory and research on important substantive and methodological topics in the field of human resources management
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Research in Personnel and Human Resources Management
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Research in Personnel and Human Resources Management
Research in Personnel and Human Resources Management
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  • Front Cover -- Research in Personnel and Human Resources Management -- Copyright Page -- Contents -- List of Contributors -- Emotions and Emotional Regulation in HRM: A Multi-Level Perspective -- The Five-Level Model -- Level 1: Within-Person -- Fear: The Survival Emotion -- The Emotion Regulation (ER) Process Model -- Level 2: Between-Persons -- Level 3: Interpersonal Interactions -- Interpersonal Emotional Regulation -- Emotional Labor -- Level 4: Teams and Workgroups -- Leader-Member Exchange as a Team-Level Phenomenon -- Leadership as Emotional Labor -- Level 5: The Organization as a Whole -- Putting It All Together: Implications of Emotions and Emotional Regulation for HRM -- Practical HRM Implications at Levels 1 and 2 -- Recruitment, Selection, and Socialization -- Emotional Regulation in Selection and Socialization -- Performance Management -- Training and Development -- Emotional Regulation in Training and Development -- Compensation and Benefits -- Practical HRM Implications at Level 3 -- Interpersonal Emotion Regulation -- Emotional Labor -- Practical HRM Implications at Level 4 -- Leader-Member Exchange Theory -- Leadership as Emotional Labor -- Practical HRM Implications at Level 5 -- Conclusions -- Acknowledgments -- References -- The Development of Mentoring Relationships: An Attachment Theory Perspective -- Attachment Theory and Its Applications in OB Contexts -- Original Attachment Theory -- Attachment Theory in Adulthood -- Applications of Attachment Theory in OB Contexts -- Attachment Theory and Other Forms of Attachment in Organizations -- Attachment Theory and Mentoring -- Mentoring Phases: Implications of Attachment Theory -- The Initiation Phase -- The Cultivation Phase: Developing a Quality Relationship -- Felt Security -- Responsiveness and Felt Security -- The Role of Reciprocal Support Behaviors
  • Attachment Styles as a Moderator -- Mentor-Protégé Attachment Style Fit and Relationship Quality -- The Separation Phase -- Tendencies to Separate -- Reactions to Separation -- The Redefinition Phase -- Influence on Future Mentoring Relationships: Beyond the Phase Model -- Discussion and Conclusion -- Implications for Mentoring Research -- Methodological Implications -- Implications for Practice -- Implications for the HRM field -- References -- Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement -- Integrative Model of Authentic Leadership -- Definitions: Authenticity, Authentic Leadership, and Organizational Climate -- Authenticity -- Authentic Leadership -- Organizational Climate -- High-Performance Human Resource Practices -- Skill-enhancing HR Practices -- Motivation-enhancing HR Practices -- Opportunity-enhancing HR Practices -- Influence Processes -- Positive Behavioral Modeling -- Personal and Organizational Identification -- Positive Emotional Contagion -- Supporting Self-determination -- Positive Social Exchanges -- Authentic Followership -- Follower Outcomes -- Trust -- Work Engagement -- Workplace Well-being -- Veritable and Sustained Performance -- Integrating Human Resource Management and Authentic Leadership -- Skill-enhancing HR Practices -- Recruitment -- Selection -- Training and Development -- Motivation-enhancing HR Practices -- Career Development -- Performance Management -- Opportunity-enhancing HR Practices -- Employee Involvement -- Flexible Job Design -- Information/Knowledge Sharing -- Work Teams -- Summarizing the Impact of Authentic Leaders and HPHRP on Work Engagement -- Conclusion -- References -- Performance Management: A Marriage between Practice and Science - Just Say "I do" -- Why All the Talk About Abandoning Performance Ratings and PM?
  • PM is Time-consuming, Expensive, Burdensome, and Bureaucratic -- What are the Problems? -- What Modifications and Solutions are Suggested by Practitioners? -- Feedback -- Relationships -- Business Cycles -- What Does the Research Say about these Problems, Modifications, and Potential Solutions? -- Practitioners Suggest Continuous, Frequent, Informal Feedback and the Development of a Favorable Feedback Culture -- Practitioners Suggest that PM Systems Need to Be Perceived as Fair and Just with Buy-In throughout the Organization and also that Coaching and Training Are Important for Improving the Process -- Practitioners Believe that the Traditional PM Cycles Do not Align with the Faster Paced Business Cycles of the 21st Century and that This Alignment Is Important -- Ratings Are not Useful for PM because They Are Inaccurate -- What Are the Problems? -- What Modifications and Solutions Are Suggested by Practitioners? -- Focus on Enhancing Motivation and Accountability -- Change When and How Performance Is Measured -- Utilize Technology to Reduce the Effects of Rater Bias -- What Does the Research Say about These Problems, Modifications, and Potential Solutions? -- Practitioners Recommend Taking Steps to Enhance Rater Motivation -- Practitioners Recommend Changes to How and When Performance Is Evaluated -- Practitioners Recommend Using Technology to Increase Appraisal Rating Accuracy -- Traditional PM Systems No Longer Fit the Needs of Today's Organizations -- What Are the Problems? -- Traditional PM Systems Don't Facilitate Performance in Today's Work Environment -- Traditional PM Systems Don't Meet Current Expectations of the Workforce -- What Modifications and Solutions Are Suggested by Practitioners? -- Improve Alignment -- Incorporate Forward-Looking Feedback and Planning -- Incorporate more Frequent and Instant Feedback -- Leverage Technology
  • What Does the Research Say about These Problems, Modifications, and Potential Solutions? -- Alignment -- Technology -- PM Systems Evoke Negative Reactions in Employees and Managers Alike -- What Are the Problems? -- What Modifications and Solutions Are Suggested by Practitioners? -- Engaging in Regular Conversations and Developing a Feedback Culture -- Cultivating Manager-Employee Relationships -- Rethinking Ratings -- Promote Fairness and Organizational Justice -- What Does the Research Say about These Problems, Modifications, and Potential Solutions? -- How Regular Feedback and Feedback Culture Will Impact Reactions -- How Relationships Impact Reactions -- How Rethinking Ratings Will Impact Reactions -- How Fairness Will Impact Reactions -- Where Do We Go From Here? Strengthening the Marriage -- What Should Organizations Be Doing? -- What Should Researchers Be Doing? -- Conclusion -- References -- The Case for Adopting Blockmodeling in Human Resource Management Research: Examples in Analyzing Social Networks and HRM Systems -- Utilizing Blockmodeling Approaches in Applied Research -- Data Reduction and Missing Data -- Identifying and Comparing Subgroups -- Uncovering Network Structure -- Idealized Structures -- Interdependencies -- Evaluating Human Resource Management Systems -- Succession Planning -- Multi-Method Analyses -- Examples of Research Questions -- A Blockmodeling Example -- Organizational Data and Research Questions -- Selection of a Blockmodeling Method -- Model Selection -- Implementation and Results -- Research Question #1: The Nature of Subgroup Structure -- Research Question #2: Similarity Between Collaboration and Friendship Subgroup Structure -- Research Questions #3 and #4: Relationship between Collaboration Subgroup Structure and Personality and Job Performance -- Conclusion -- References
  • Barriers to Employment: Individual and Organizational Perspectives -- Model of Barriers to Employment Barriers -- Stigma and Discrimination -- Organizational Policies -- Three Barriers to Employment -- Criminal Record -- Screening Applicants Based on Criminal Background -- Who Is Affected? -- Why Is This Barrier Concerning? -- Alternatives to Screening Based on Criminal Record -- Disability -- Physical Disabilities -- Sensory Disabilities: Visual Impairment -- Sensory Disabilities: Hearing Impairment -- Mental Illness -- Intellectual and Developmental Disabilities -- Summary -- Socioeconomic Barriers to Employment -- Education and Skill-Related Deficits -- Health Deficits -- Structural and Logistical Barriers -- Discussion and Conclusion -- Notes -- References -- Systemic Awareness Modeling: A Synthesis of Strategic HR Decision-Making Practices -- High-Performance Work Systems as a Strategic Decision Exemplar -- Types of High-Performance Work Systems and Development -- Information Alignment -- Synthesizing Decision-Making Information -- Dialectical Inquiry -- Situation Awareness -- Situation Awareness at Work -- Toward a Decision-Making Model of Integrated Systemic Awareness -- Overt Employment of Situation Awareness -- Building the Micro-To-Macro Bridge -- Boundary Conditions of Decision-Making Processes -- Individual Differences -- Team Cohesion -- Suggestions for Practice -- Future Research -- Going Forward: Methodological Considerations -- Summary -- References -- About the Authors -- Index
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