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, Bingley, 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