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After summarizing what has been learned so far, the purpose of this review is to suggest several promising avenues for future research on work-to-family enrichment (WFE) and family-to-work enrichment (FWE).

This is a literature review. After reviewing the existing research and searching for gaps in the literature, new areas of research will be proposed to fill these gaps.

While much has been learned about the antecedents and consequences of work–family enrichment in both directions, WFE and FWE, much remains to be learned.

Three important outcomes – job performance, organizational citizenship behavior, and counterproductive work behavior – need to be studied regarding WFE and FWE. Although supervisor support has been studied, the field needs to incorporate leadership theories and models to understand this phenomenon. Additional predictors of work outcomes – including emotional intelligence, leadership, emotional labor, social support, gender, and cross-cultural variables – need to be examined. Experience sampling methods and advanced research methodologies should also be used.

Although prior research has demonstrated the important effects of WFE and FWE, the practical effects on organizations in terms of job performance still need to be investigated.

The literature review conclusively demonstrates that WFE and FWE are both related to job satisfaction and family satisfaction.

This is the first review to summarize the existing meta-analytical research in this area and to propose the particular avenues of research advocated in this article.

While David Hume and Adam Smith have tended to steal the Scottish Enlightenment limelight, Hamowy treats Ferguson as an equal player on this stage. One simple indicator that this attention to Ferguson is appropriate is the extraordinary popularity Ferguson enjoyed in Great Britain, on the continent, and, somewhat surprisingly, in North America during his own lifetime. Ferguson's An Essay on the History of Civil Society (1767) went through seven English editions in his own lifetime, as well as being translated into French, German, Italian and Russian. In the United States between 1777 and 1813, the Essay could be found in over one-fifth of catalogues and booklists. Ferguson's popularity in North America is surprising in that he opposed the American Revolution. In fact, he was paid by the British government to write in opposition to it. The Americans, he argued, did not have a good cause. They wished to escape paying for services, notably defense, that the British government was rendering to them. This is not to suggest that he was anything but sincere in his opposition. His position towards the colonists flowed naturally from his political principles. Ferguson rejected, for reasons similar to those of Smith and Hume, the standard theoretical doctrines of the radical Whigs from Locke onwards. There never was any such thing as an original “state of nature” as posited by Locke and many Americans. Mankind had always lived in groups. Nor did society and much less government arise out of a social contract based on consent. Government evolved over time in response to changing circumstances, chiefly economic circumstances. Laws evolved to curtail abuses of already existing social hierarchies. Ferguson did suggest that providing the Americans with better representation might be a good idea, but in his thinking there was no justification for an appeal to the “laws of nature” from the laws of Great Britain. The Americans mistook their mere interests for their rights. The French revolutionaries made even graver errors under the influence of an abstract doctrine of rights. Hamowy quotes Ferguson as describing the French Revolutionary forces as “the Antichrist himself in the form of Democracy & Atheism” (p. 176).

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).

Field emergence poses an intriguing problem for institutional theorists. New issue fields often arise at the intersection of different sectors, amidst extant structures of meanings and actors. Such nascent fields are fragmented and lack clear guides for action; making it unclear how they ever coalesce. The authors propose that provisional social structures provide actors with macrosocial presuppositions that shape ongoing field-configuration; bootstrapping the field. The authors explore this empirically in the context of social impact investing in the UK, 2000–2013, a period in which this field moved from clear fragmentation to relative alignment. The authors combine different computational text analysis methods, and data from an extensive field-level study, to uncover meaningful patterns of interaction and structuration. Our results show that across various periods, different types of actors were linked together in discourse through “actor–meaning couplets.” These emergent couplings of actors and meanings provided actors with social cues, or macrofoundations, which guided their local activities. The authors thus theorize a recursive, co-constitutive process: as punctuated moments of interaction generate provisional structures of actor–meaning couplets, which then cue actors as they navigate and constitute the emerging field. Our model re-energizes the core tenets of new structuralism and contributes to current debates about institutional emergence and change.

Empathy, or the process of feeling or knowing how another feels, is a critical component of social interactions, and may be of particular importance to organizational functioning. This chapter addresses a literature gap on empathy in organizational contexts by providing a review of empathy research in a management setting.

We integrate the developing field of empathy research and provide a conceptual framework built on Ashkanasy’s (2003) five levels of analysis in emotions research, emphasizing within-person, between-person, interpersonal, group-level, and organization-level processes.

Our model addresses the complaint that empathy definitions are not consistent by illustrating how the level of analysis alters the view of empathy’s role in organizations.

This multi-level model of empathy provides a framework to identify gaps in the empathy literature and make recommendations for future research.

This new model of empathy will help practitioners use and understand empathy by providing a structure of how empathy is manifested in organizational settings.

The field of empathy research has been limited by inconsistent definitions and a lack of a model that outlines how empathy is used in organizations. This multi-level model of empathy provides the necessary framework for researchers and practitioners to advance the research and practice of empathy in organizations.

Research examining the experiences of women in the workplace has, to a large extent, neglected the unique stressors pregnant employees may experience. Stress during pregnancy has been shown consistently to lead to detrimental consequences for the mother and her baby. Using job stress theories, we develop an expanded theoretical model of experienced stress during pregnancy and the potential detrimental health outcomes for the mother and her baby. Our theoretical model includes factors from multiple levels (i.e., individual, interpersonal, sociocultural, and community) and the role they play on the health and well-being of the pregnant employee and her baby. In order to gain a deeper understanding of job stress during pregnancy, we examine three pregnancy-specific organizational stressors (i.e., perceived pregnancy discrimination, pregnancy disclosure, and identity-role conflict) that are unique to pregnant employees. These stressors are argued to be over and above the normal job stressors experienced and they are proposed to result in elevated levels of experienced stress leading to detrimental health outcomes for the mother and baby. The role of resilience resources and learning in reducing some of the negative outcomes from job stressors is also explored.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

Many African Americans cheered the election of President Obama in 2008 with the hope he would cause an easing of the pain of economic and political barriers to collective black progress in America. This chapter assesses the role of President Obama in addressing these issues.

The Presidential Bully Pulpit is presented as a framework for addressing racial inequities. Properly used it can bring keen attention to issues a president deems important for consideration by the American public. Socio-historical texts and secondary data are used.

Data are presented to show how racial discrimination continues to affect African Americans during the age of Obama. These include housing discrimination, employment discrimination, and racial profiling. This chapter shows Mr. Obama has not used the office of the presidency as a bully pulpit for addressing these racial inequities. Rather he has tended to use the bully pulpit to chastise blacks, especially black males.

Also discussed are some promising developments challenging racism that have emerged from his administration, primarily from the Department of Justice, and how President Obama could use the bully pulpit more productively.

This chapter presents a contradiction in the actions of President Obama. While he seldom uses the bully pulpit to push his own legislative agendas or to push toward solutions to relieve racial inequities in society, he does use the bully pulpit to criticize black males.