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This chapter presents an exposition on the dynamics of economic development in relation with endogenous growth in as much as the aggregate output derives from capital which comprises of both human and physical capital. It is based on a growth-theoretic assessment of how nations or individual economies behave in term of whether the poorer ones get to catch up with the richer ones over time on capital stock and per capita income. The model developed herein has been shown to generate steady state equilibrium (of both stable and unstable nature) which constitutes a prime departure from endogenous growth theory. Beside this, the study also empirically examines whether there is any convergence in the last two decades (2000–2019) among developing and less developed countries on mean years of schooling (taken as a proxy as an input into human capital formation) in absolute and as well as conditional terms. It provides empirical evidence of convergence among developing and less developed countries on mean years of schooling over a period of 2000–2019 in absolute and conditional terms.

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Collateral consequences (CCs) of criminal convictions such as disenfranchisement, occupational restrictions, exclusions from public housing, and loss of welfare benefits represent one of the salient yet hidden features of the contemporary American penal state. This chapter explores, from a comparative and historical perspective, the rise of the many indirect “regulatory” sanctions flowing from a conviction and discusses some of the unique challenges they pose for legal and policy reform. US jurisprudence and policies are contrasted with the more stringent approach adopted by European legal systems and the European Court of Human Rights (ECtHR) in safeguarding the often blurred line between criminal punishments and formally civil sanctions. The aim of this chapter is twofold: (1) to contribute to a better understanding of the overreliance of the US criminal justice systems on CCs as a device of social exclusion and control, and (2) to put forward constructive and viable reform proposals aimed at reinventing the role and operation of collateral restrictions flowing from criminal convictions.