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Multidimensional fit (MDF) has been coined as “elusive” and relevant to an individual’s social identity and self-concept, unfolding over time as individuals assess their fit relative to Person-Organization, Person-Vocation, Person-Job, and Person-Team Fit. In this chapter, the literature as it relates to the refugee employment journey, MDF, and HRM practices that facilitate or inhibit MDF is reviewed. Furthermore, in this study, the process-oriented view of the refuge path highlights the complexity of their experience, noting an array of antecedents as they relate to country, host country and individual differences, interventions through NGOs, refugee resettlement agencies, and organizations, as well as the less explored entrepreneurial path. These diverse paths and the process of finding fit, and the obstacles refugees face, are viewed through the lens of shocks and reassessment of MDF throughout their journey. Finally, the study’s outcomes illustrate individual wellbeing factors, organizational level benefits, as well as community level benefits to MDF.

In the present chapter, we explore how employee well-being changes over time, both linear and psychological during periods of economic instability. Moreover, we examine how employee job embeddedness (JE) buffers the effects of economic shocks on employee well-being, and how these buffering effects change employee perceptions of time. We theorize that employees with higher levels of JE psychologically experience economic shocks as occurring infrequently with the economically unstable period feeling quick, but employees with lower levels of JE psychologically experience economic shocks as occurring frequently with the economically unstable period feeling slow. Finally, we extend these relationships to account for the spread of employee well-being through social connections, both inside and outside of the work context. Because JE requires strong social connections, we theorize that the links component of embeddedness is responsible for economic shocks and employee well-being crossing over the work/nonwork boundary. We discuss the implications for our theoretical model.

The purpose of this manuscript is to provide a step-by-step primer on systematic and meta-analytic reviews across the service field, to systematically analyze the quality of meta-analytic reporting in the service domain, to provide detailed protocols authors may follow when conducting and reporting these analyses and to offer recommendations for future service meta-analyses.

Eligible frontline service-related meta-analyses published through May 2021 were identified for inclusion (k = 33) through a systematic search of Academic Search Complete, PsycINFO, Business Source Complete, Web of Science, Google Scholar and specific service journals using search terms related to service and meta-analyses.

An analysis of the existing meta-analyses within the service field, while often providing high-quality results, revealed that the quality of the reporting can be improved in several ways to enhance the replicability of published meta-analyses in the service domain.

This research employs a question-and-answer approach to provide a substantive guide for both properly conducting and properly reporting high-quality meta-analytic research in the service field for scholars at various levels of experience.

This work aggregates best practices from diverse disciplines to create a comprehensive checklist of protocols for conducting and reporting high-quality service meta-analyses while providing additional resources for further exploration.

Professional touching behavior (PTB), defined as intentional touching behavior that occurs between organizational members and that falls within the boundaries of appropriateness and professionalism in the workplace, is prevalent in organizations. Scholars from multiple disciplines, including human resources researchers, have acknowledged the importance of physical contact for facilitating interpersonal communication and relationship-building. However, PTB may not only elicit positive reactions from those who receive it but also negative reactions as well, with implications for social dynamics in organizations. PTB can, on the one hand, fulfill employees’ desires for interpersonal connection; at the same time, such physical contact at work can represent a threat to employees’ health. To explain the nature and implications of these divergent effects of receiving PTB, the authors draw upon sociometer theory and behavioral immune system (BIS) theory to model the emotional, cognitive, and physiological processes via which, and the conditions under which, receiving such behavior will result in socially functional responses and prompt subsequent prosocial behavior, and when PTB will be perceived as a health risk and prompt withdrawal behavior. The theoretical framework of this chapter expands our conceptual understanding of the consequences of interpersonal physical contact at work and has important human resources management (HRM) implications for organizational managers.