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The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

This paper aims to conceptualize managers’ psychological challenges with respect to implementing corporate responsibility throughout supply chains.

Four areas of psychological theory are introduced to expand the understanding of the challenges involved in implementing corporate responsibility in supply chains, namely, relationship and humanization theory; the number-of-people-suffering theory; superficial-identification theory; and the bystander effect theory.

The common denominator between the introduced areas of psychological theory is that all consider the expected degree of corporate responsibility in supply chains to extend beyond managers’ ability to cope so that failure is probable.

Supply chain management research needs to consider various psychological challenges to effectively address corporate responsibility in supply chains. This research shows that it is important to include theory from psychology to truly understand the challenges faced by managers, although only a few theories are presented here. More comprehensive reviews are needed in the future.

Managers require guidelines based on psychological theory to assist them in overcoming their inabilities in this context.

SCM research advocates responsibility for all those affected by this phenomenon, but the lack of theoretical grounding to meet the prevailing psychological challenges hampers the efficacy of putting the current recommendations into business practice. The paper is one of only a few to address managers’ psychological challenges in dealing with corporate responsibility across organizational borders and judicial boundaries in supply chains.

This paper aims to construct a new turnover theory to explain and predict employee voluntary turnover in a more in-depth and comprehensive way.

Based on the literature review and theoretical analysis, this paper constructs a new turnover theory called the psychological goal system driving theory of employee turnover.

The psychological goal system driving theory of employee turnover advocates that there are psychological goals in the individual psychological world that point to the future and seek self-realization, and that there is a synergistic or competitive relationship among different psychological goals, and thus forming a psychological goal system and the dominant goals (including single goal or goal group) that exist in it; the individual’s dominant goals are the source of motivation, which initiate and organize the individual’s cognition and behavior; when the dominant psychological goals are difficult to achieve or destroyed in the original organization, they will produce continuous negative emotions and drive the individual to choose new and suitable job opportunities to realize themselves. Therefore, the dominant psychological goal is the organizer and driver of the employee turnover behavior, and when they are threatened, they will drive individuals to actively terminate the employment relationship with the current organization to better promote or protect their own realization process and sustainable growth.

This paper constructs a new turnover theory based on the self-organization goal system theory of motivation and personality.

Few studies aim to uniquely conceptualize the experiences of bridge employees after they enter the workforce. Supported by the psychological contract theory and the self-determination theory, the purpose of this paper is to contribute to the understanding of the bridge employment experience by examining how the expectations of bridge employees shape their experiences.

This paper first reviews the extant literature on bridge employment. It then discusses the psychological contract theory and the self-determination theory, and examines the expectations of bridge employees through the theoretical perspectives of these two theories, to examine experiences in bridge employment.

Discord in the bridge employment relationship may be attributed to a lack of understanding of the implicit expectations of bridge employees. More specifically, unmet expectations may be detrimental to the bridge employment experience, and ultimately jeopardize both employer and employee outcomes.

This paper examines expectations and experiences of bridge employees from a theoretical perspective. Theoretical tenets are utilized to analyze how and why implicit expectations may influence bridge employees in ways that result in detrimental outcomes for both employers and employees.

This paper sheds light on why bridge employment arrangements may result in adverse outcomes. Specifically, when there is a lack of understanding between bridge employees’ expectations and experiences, both individual and organizational outcomes may be impaired. An improved understanding of the bridge employment experience will likely result in an enhanced working relationship between bridge employees and employers, and minimize misunderstandings about this cohort of the workforce.

Using the guidelines of the psychological contract theory and the self-determination theory, we develop a model to examine how expectation of bridge employees may affect the experiences and ultimately, the outcomes of bridge employment. The authors also identify factors uniquely applicable to bridge employees. This is the first paper that examines the experiences of bridge employees through such theoretical perspectives.

Cognitive evaluation theory (CET; Deci, 1975), SDT's first mini-theory, was built from research on the dynamic interplay between external events (e.g., rewards, choice) and people's task interest or enjoyment – that is, intrinsic motivation (IM). At the time, this research was quite controversial, as operant theory (Skinner, 1971) had dominated the psychological landscape. The central assumption of operant theory was that reinforcement contingencies in the environment control behavior, which precluded the existence of inherently satisfying activities performed for non-separable outcomes. During this time, Deci proposed that people – by nature – possess intrinsic motivation (IM), which can manifest as engagement in curiosity-based behaviors, discovery of new perspectives, and seeking out optimal challenges (see also Harlow, 1953; White, 1959). IM thus represents a manifestation of the organismic growth tendency and is readily observed in infants' and toddlers' exploratory behavior and play. Operationally, an intrinsically motivated activity is performed for its own sake – that is, the behavior is experienced as inherently satisfying. From an attributional perspective (deCharms, 1968), such behaviors have an internal perceived locus of causality, as people perceive their behavior as emanating from their sense of self, rather than from experiences of control or coercion.

The playable ad is a new type of digital advertising that combines interactivity with gamification. Guided by psychological reactance theory, this study aims to explore the psychological processes and effects of playable ads on consumers’ perceived control and product attitudes.

This paper conducted two experiments to examine the relationship between playable ads, perceived control and product attitude. This paper also applied psychological reactance theory and investigated whether perceived control triggered by the interactive features of playable ads influenced psychological reactance toward them.

Findings from two experiments show that playable ads, compared to video ads, increased consumers’ perceived control, which, in turn, led to more positive attitudes toward the advertised products (Studies 1 and 2). This study also supports psychological reactance theory by revealing that increased perceived control diminished perceived freedom threat and subsequently alleviated consumers’ psychological reactance toward advertising messages (Study 2).

This study sheds light on the effectiveness of a new type of ad-game integration – playable ads. Different from prior research in gamification of advertising, this paper examined the effectiveness of playable ads in an information processing context in which the ads were not the primary task to focus on. This study also extends psychological reactance theory in the context of interactive marketing by exploring the effect of perceived control afforded by digital message features in mitigating reactance.

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.