Index
Research in Personnel and Human Resources Management
ISBN: 978-1-80455-046-5, eISBN: 978-1-80455-045-8
ISSN: 0742-7301
Publication date: 4 October 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Buckley, M.R., Wheeler, A.R., Baur, J.E. and Halbesleben, J.R.B. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 40), Emerald Publishing Limited, Leeds, pp. 273-281. https://doi.org/10.1108/S0742-730120220000040009
Publisher
:Emerald Publishing Limited
Copyright © 2022 M. Ronald Buckley, Anthony R. Wheeler, John E. Baur and Jonathon R. B. Halbesleben
INDEX
Acceptable behavior
, 69
Active recovery process
, 214
Adultcare
, 228, 235
Advance employee well-being at work
, 245
analytic considerations for mixed methods and person-centered work
, 249
respectfully studying vulnerable populations
, 245–249
Affective responses
, 179
Affective tendencies
, 173
Agency problem
, 111
Alignment
, 44
alignment and generalized trust
, 55
and dense networks
, 53–54
in HR ecosystem
, 45–51
Altruism
, 110
Amazon Flex
, 51
Ambiguity
, 76
Antecedents of HR attributions
, 170
boundary conditions
, 188–189
configurations of collective HR attributions
, 184–186
discussion of research on HR attributions’ outcomes
, 181
emergence and trajectories of collective HR attributions
, 187–188
general discussion
, 186–187
HR attributions of single (vs. multiple) practices
, 183–184
integration of HR attributions and HR strength
, 189–190
job mobility
, 180–181
outcomes of HR attributions
, 179
psychological contract
, 179–180
receiver-related antecedents
, 173–174, 178
research method
, 182
research on HR attributions’ antecedents
, 176
signal-related antecedents
, 172–173, 176–177
signaler-related antecedents
, 171–172, 177
signaling environment-related antecedents
, 175–176, 178–179
social exchange outcomes
, 179
study design
, 182
trust formation
, 180
Attitudes
, 82
Attribution theory-based research
, 168
Attributional tendencies
, 173
Autism
, 207, 223–224
Behavior-based incentives
, 104
Behavioral prediction
, 14–15
Behavioral safety indicators
, 104
Behaviors
, 67
Benevolent attributions
, 169
Bi-dimensional space
, 142, 144
Big data
, 134
attributes of big data
, 136–140
big data meta-attributes
, 140–142
central big data attributes
, 135
COVID-19 pandemic
, 149–150
HRM practitioners
, 148–149
HRM-centered big data initiatives
, 151–152
illuminated opportunities
, 142–144
integrative definition of
, 142
theoretical implications for Big Data in HRM
, 145–148
understanding
, 136
Big Five factor
, 141
Bottom-up influences
, 188
Boundary conditions
, 188–189
“Can do” factors
, 8
Caregivers, organizational supports for
, 228–236
Caregiving
, 207
actionable considerations in crafting organizational support solutions
, 233–235
current state of organizational support for caregivers
, 229–231
employee caretaking
, 228–229
need for HRM scholarship to address shortcomings of support to caregiving
, 231–233
and work
, 228
Causal asymmetry
, 252
Central tendency
, 29
Childcare
, 228, 235
Chronicness
, 231, 232
Closeness
, 24
Cognitive heuristic strategies
, 30
Collaboration
, 213
Collective HR attributions
configurations of
, 184–186
emergence and trajectories of
, 187–188
Collectivism
, 110
Commitment-focused HR attributions
, 180, 181
Commitment-oriented HR attribution
, 173
Common method variance
, 4
Common Rule
, 28
Comparative validity
, 15
Competition
duality of
, 46
supporting
, 49–51
Complexity
, 140–142
Concealable stigmas
, 207
Concealable stigmas at work
, 221
future directions for HRM, concealable stigmas, and well-being
, 225–227
intersection of HRM practices, concealable stigmas, and employee well-being
, 223–225
Conceptualized moral identity
, 72
Conjunction
, 251
Conscientiousness
, 65
Constructive conformity
, 82
Constructive deviance
, 62–64, 65–67
directions for future research
, 85–87
forms of
, 68
future
, 80–81
implications for human resource management
, 84–85
literature review
, 64
model development
, 70–83
negative attitudes
, 83–84
organizational rules and norms
, 67–70
outcomes of
, 81–83
practical implications
, 87–88
reactions to
, 79–80
workplace deviance
, 64–65
Constructive deviance
, 63
Contamination-related concerns
, 139
Contemporary HR attributional theories
, 168
Content approach
, 158
Context
, 74–76
Control
, 209
Control-focused HR attributions
, 180, 181
Control-oriented HR attribution
, 173
Cooperation
duality of
, 46
ensuring
, 46–49
Coronavirus Aid, Relief, and Economic Security Act (CARES Act)
, 219
Cosmopolitan role
, 66
Cost effectiveness
, 104–105
“Cost reduction”
, 168
Cost-benefit analysis
, 222
Counter-role behavior
, 68
Counterproductive workplace behaviors
, 63
Courageous principled action
, 63, 68
COVID-19 pandemic
, 207, 213
Crafting organizational support solutions
, 233–235
Creativity
, 77, 100
incentive effects
, 115–119
Critical review
, 237
Criticality
, 208, 251
“Cultural holes”
, 51
Data collection and storage
, 247–248
Data science
, 139
Data variety
, 137
Deficiency-related concerns
, 138–139
Degree of acquaintanceship
, 24
Dense networks, alignment and
, 53–54
Detrimental citizenship behavior
, 68
Difference-education
, 225
Discriminant validity
, 66
Dispositions
, 71
Disruption
and dyadic trust
, 55
in HR ecosystem
, 45–51
and sparse networks
, 54
Domain specific recovery
, 211
“Dominant administrative coalition”
, 64
DoorDash
, 51
“Double-duty” expectations
, 208
Duality of cooperation and competition
, 46
Dyadic trust
, 54
disruption and
, 55
Dynamism
, 140–142
Dysfunctional deviant behaviors
, 65
EBSCO
, 170
Ecosystems
, 49
Egoism
, 110
Eldercare
, 228, 235
Emergency care services
, 234
Emotional stability
, 65
Empathetic accuracy
, 3
Employee
culture
, 27–28
empowerment
, 73
perceptions
, 74
personality
, 174
self-efficacy
, 71
“Employee exploitation”
, 168
Employee HR attributions
antecedents of HR attributions
, 170–190
conceptual model
, 162
definition and taxonomy of
, 168–170
employees attribute
, 159–160
explication of four groups of antecedents
, 163–165
literature search for antecedents and outcomes of HR attributions
, 170
outcomes
, 166
outcomes of HR attributions
, 161
summary of empirical studies reviewed
, 197–204
taxonomy of different types (and Measures)of employees HR attributions
, 160
Employee Resource Group program
, 230
Employee turnover, HRM role in
, 240–241
Employee well-being
, 168
HR attributions
, 173
Empowerment
, 72
Environmental, social, and governance (ESG)
, 151
Environmental logic
, 45
Equality-based incentives
, 114
Equifinality
, 251–252
Equity theory
, 65
Equity-based incentives
, 114
Expectancy theory of motivation
, 72
Explanatory models
, 4
External attributions
, 169
Extra-role behavior
, 68
“Extraorganizational stressors”
, 238
Familiarity
, 24
Family and Medical Leave Act (FMLA)
, 229
Fee-for-service (FFS)
, 108
Feedback
, 181
Feelings of being
, 82
Felt obligation
, 73
Financial incentives
, 111
Firms
, 44, 51
Flexible spending account (FSA)
, 219
Flexible working hours
, 212, 253
Formality of flexible work arrangements
, 234
Freelancer
, 55
Fuzzy set qualitative comparative analysis (fsQCA)
, 250, 252
General discussion
, 186–187
Generalized trust
, 54
alignment and
, 55
Google
, 209
Google Scholar
, 17
Granularity
, 138
Guru (worker platforms)
, 55
Health reimbursement arrangement (HRA)
, 219
Health savings account (HSA)
, 219
Hidden experiences of womanhood
, 214–221
Hierarchical job level, similarity in
, 26–27
High-performance work system (HPWS)
, 173
“Home shift” work
, 208
Hourly rate
, 107
Howard Huges Medical Institute (HHMI)
, 117
HR attributions
, 158
Human capital
, 44
Human resource (HR)
, 44
analytics
, 139
content
, 172
integration of HR attributions and HR strength
, 189–190
system strength
, 169
Human resource ecosystem
alignment and disruption in
, 45
duality of cooperation and competition
, 46
ensuring cooperation
, 46–49
governing workforce capabilities
, 52–53
governing workforce composition
, 53–54
governing workforce cultures
, 54–55
research implications
, 51
SHRM
, 44–45
supporting competition
, 49–51
work in HR
, 51–52
Human resource management (HRM)
, 2, 134
advantages of other-ratings for HRM practice
, 6–8
advantages of other-ratings for HRM research
, 4–6
assessing target thinks and feels about work
, 11–14
future directions for HRM, concealable stigmas, and well-being
, 225–227
impact on buffering identity-focused impact of jolts
, 243
impact on buffering work disruption impact of jolts
, 242–243
implications for
, 84–85
initial evidence pointing to potential of other-ratings
, 16–17
intersection of HRM practices, concealable stigmas, and employee well-being
, 223–225
measuring mediating role of job engagement using self-and other-ratings
, 5
moderators of self-other agreement
, 21–28
other-rating
, 2–4
other-ratings in HRM research
, 8–10
other-ratings in other literatures
, 10–11
practical considerations including other-ratings in HRM research
, 28–31
promoting employee thriving and rest
, 213–214
role in employee turnover following socio-environmental jolts
, 240–241
role in helping employees navigate socio-environmental jolts
, 241–242
self-other agreement
, 17–21
substitutes or supplements
, 14–16
theoretical implications for Big Data in
, 145–148
Human resources (HR)
, 207
Hybrid incentive
, 115
Identity management
, 221–222
Identity theory
, 80
In vitro fertilization (IVF)
, 217
Incentive effects
on creativity
, 115–119
on quality
, 106–110
theories
, 101–102
Incentives
conceptualization of
, 101
research
, 100
Individual incentive plan
, 110
Individual incentives
, 114
Infertility
, 217–218
“Infertility-informed leadership”
, 218
Informant reports
, 2
Information Revolution
, 134
Instawork
, 51
Institutional contexts
, 175
Institutional Review Board
, 28
Instrumentality
, 101
Intel
, 209
Intensity
, 231, 233
Internal alignment
, 44
Internal locus of control
, 71
International Labour Organization (ILO)
, 213
Interpersonal contexts
, 175
Intraclass correlations
, 185
Issue selling
, 68
Job
mobility
, 161, 180
performance ratings
, 9
sharing
, 234
Job demands-resources model (JD-R model)
, 161, 181
Journal of Public Economics
, 113
Judgment accuracy
, 11
“Keep in touch” programs
, 219
Knowledge, skills, abilities, and other characteristics (KSAOs)
, 52
alignment and common architectural
, 53
disruption and common component
, 53
Latent profile analysis (LPA)
, 250
Leader
, 77–79
characteristics
, 79
Leader–member-exchange (LMX)
, 77, 175
Leadership styles
, 77
Lesbian, gay, bisexual, transgender, and/or questioning identities (LGBTQ+)
, 207–208, 222
status
, 224
Leverage technology
, 235
Line managers
bottom-line mentality
, 172
communication
, 171–172
HR attributions
, 172
implementation
, 171
Local role
, 66
Locus of control
, 71
Loss aversion
, 182
Machiavellianism
, 66
Malevolent attributions
, 169
Managers
role in enacting boundaries
, 210–211
role in enacting breaks
, 211–213
Mastery
, 209
Menstruation, motherhood, and menopause (three Ms)
, 215
intersection of HRM and menstruation and menopause
, 219
Meta-attributes, big data
, 140–142
#MeToo social movement
, 239, 240
Micro-behavioral expressions
, 12
Microbreaks
, 212
Modern HR models
, 52
Modularity
, 49, 51
“Motivation laundering”
, 112
Multi-level framework
, 161
Multilevel LPA (MLPA)
, 251
National Association for Stock Car Auto Racing (NAS CAR)
, 104
National Institute of Health (NIH)
, 117
Necessary evils
, 63, 68
Noncompliant behavior
, 68
Nonmonetary incentives
, 114
Operationalized firm-level personality
, 185
Organization ecosystems
, 45
Organization-gain issues
, 68
Organizational citizenship behaviors (OCBs)
, 4, 63, 79, 110
Organizational climate
, 75
Organizational commitment
, 12
Organizational contexts
, 175
Organizational cynicism
, 174
Organizational expedience
, 68
Organizational factors
, 75
Organizational justice
, 74
Organizational leaders
, 80
Organizational misbehavior
, 68
Organizational politics
, 74
Organizational retaliation behavior
, 68
Organizational rules
, 62
Organizational scholars
, 100
Organizational scholarship on socio-environmental jolts
, 243–244
Organizational supports for caregivers
, 228–236
Organizations
, 211
role in enacting boundaries
, 210–211
role in enacting breaks
, 211–213
Other-rating
, 2–4
advantages for HRM research
, 4–6
in HRM research
, 8–10
initial evidence pointing to potential of
, 16–17
in other literatures
, 10–11
practical considerations including other-ratings in HRM research
, 28–31
Outcome-based incentives
, 104
Outcome-based model
, 111
Outsourceability
, 231, 232–233
Overarching theory-driven
, 161
Part-time roles
, 234
“Peltzman effect”
, 104
Perceived organizational support (POS)
, 4
Perceptional accuracy
, 12
Performance incentives
, 101
Performance-focused HR attribution
, 181
Performance-targeted incentives
, 111
Person
, 70–71
Person-centered approach
, 250–251, 253
Person-centered work
, 249
Person-perception literature
, 11
Personality
profile
, 63
traits
, 71, 174
Piece-rate
, 107
Piece-rate incentive system
, 103
Politics
, 74
Positive deviance
, 68
Postpartum depression (PPD)
, 218
Predictive models
, 15
Preliminary meta-analysis
, 17–21
Principal factor analysis
, 169
Principled organizational dissent
, 68
Principlism
, 110
Pro-social rule breaking
, 63, 68
Proactive behaviors
, 75, 79
Proactive personality
, 71
Process approach
, 158
Productive nonconformity
, 63, 68
Productivity
conceptualization of incentives
, 101
costs of failure
, 100–101
incentive effects on creativity
, 115–119
incentive effects on prosocial behavior
, 110–111
incentive effects on quality
, 106–110
incentives and safety
, 102–104
prosocial incentive effects
, 111–115
research evidence
, 119–122
safety incentive effects
, 104–106
theories of incentive effects
, 101–102
Prosocial behavior
, 110
Prosocial incentive effects
, 111–115
Prosociality
, 111
Prosocially violating organizational rules
, 62
Psychological constructs
, 2
Psychological contract
, 82, 179–180
Psychological detachment
, 208–209
Psychological empowerment
, 72
Psychometric evidence
, 16
PsycINFO
, 17, 170
Qualitative method
, 182–183
Quality
incentive effects
, 107
incentive effects on
, 106–110
of information
, 23
performance
, 106
Quality-of-care indicators
, 108
Quantity performance
, 106
Realistic accuracy model (RAM)
, 12
Receiver-related antecedents
, 173–174, 178
Reciprocity
, 111
Recovery at work
, 207, 208–210
Recruitment
, 246–247
Reinforcement model
, 25
Relationships
, 77
Relative leader–member exchange (RLMX)
, 78
Relative price model
, 111
Relaxation
, 209
Reliability information
, 18–19
Research evidence
, 119–122
Response styles
, 29
Results Only Work Environment model
, 233
Role breadth self-efficacy
, 66
Role characteristics
, 76
Role extension
, 69
Role innovation
, 69
Role-confirming behaviors
, 81
Safety
incentive effects
, 104–106
outcomes
, 102
performance
, 103
Salary payment
, 108
Scopus database
, 159, 170
Self-efficacy
, 71–72
Self-identity
, 111
Self-other agreement
, 14, 17–21
employee culture
, 27–28
good information
, 23–25
good judges and good targets
, 22
good traits
, 23
moderators of
, 21
similarity in hierarchical job level
, 26–27
similarity in work-related psychological attributes
, 25–26
Self-ratings of performance
, 8
Self-report ratings
, 2
Self-serving bias
, 6
Self-transcendence value
, 174
Sensemaking
, 170
Service quality
, 173
“Service quality enhancement”
, 168
Shift-swapping
, 235
Shock
, 240–241
Signal-related antecedents
, 172–173, 176–177
Signaler-related antecedents
, 171–172, 177
Signaling environment-related antecedents
, 175–176, 178–179
Signaling theory
, 161, 170
Similarity
, 25
in hierarchical job level
, 26–27
in work-related psychological attributes
, 25–26
Situational factors
, 75
Slack
, 208
“Smartness”
, 140
Social categorization theory
, 27
Social class
, 207, 224
Social communities
, 52
Social distancing
, 188
Social exchange outcomes
, 179
Social exchange theory
, 65, 73, 161
Social identity
, 27
high disruption to work, high relevance to
, 239–240
high disruption to work, low relevance to
, 238
low disruption to work, high relevance to
, 238–239
Social information processing theory
, 184–185
Social learning
, 80
Social recognition incentives
, 114
Social shocks
, 227, 240, 244
Society for Human Resource Management (SHRM)
, 213
research on alignment
, 52
Socio-environmental jolts
framework
, 238
future considerations for organizational scholarship on
, 243–244
high disruption to work, high relevance to social identity
, 239–240
high disruption to work, low relevance to social identity
, 238
HRM impact on buffering identity-focused impact of jolts
, 243
HRM impact on buffering work disruption impact of jolts
, 242–243
HRM role in employee turnover following
, 240–241
HRM role in helping employees navigate
, 241–242
low disruption to work, high relevance to social identity
, 238–239
support employees following
, 236
understanding
, 237
Socio-environmental jolts
, 207–208
Sparse networks, disruption and
, 54
Standard deviation (SDr)
, 18
Standard error (SEr)
, 18
Stigmatized identity
, 222
Strategic human resource management (SHRM)
, 44
Subclimates
, 77
Supervisor support for recovery (SSR)
, 209
Supervisors
, 211
Supportive leaders
, 88
Task Rabbit (worker platforms)
, 55
Task revision assessment
, 70
Taxonomy of employee HR attributions
, 168–170
Tempered radicalism
, 69
#TimesUp movements
, 240
Top-down influences
, 188
Top-down phenomenon
, 80
Traditional management models
, 52
Traits
, 71
Tried-and-true methods
, 139
Trust formation
, 180
Trusted Health
, 51
Turnover shock
, 240
“Unintended negative consequences”
, 100
Unpredictability
, 231, 232
Upwork (worker platform)
, 55
“V-centric” attributes
, 137
Value
, 140
Variability
, 137
Variable-centered methods
, 249
Variety, data
, 137
Velocity
, 137
Veracity
, 138
Voice
, 69
Vulnerable populations, respectfully studying
, 245–249
Web of Science
, 170
Well-being
, 206–207
caregiving and work
, 228–236
concealable stigmas at work
, 221–227
future directions in HRM promoting employee thriving and rest
, 213–214
jolts to system
, 236–244
methodological considerations to advance employee well-being at work
, 245–253
recovery at work
, 208–210
role of organizations and managers in enacting boundaries
, 210–211
role of organizations and managers in enacting breaks
, 211–213
women’s health at work
, 214–221
Whistle-blowing
, 69
“Will do” factors
, 8
Womanhood, hidden experiences of
, 214
intersection of HRM and motherhood
, 215–219
Women’s health
, 207
future directions for HRM and
, 220–221
at work
, 214–221
Work
caregiving and
, 228–236
concealable stigmas at
, 221–227
experience
, 174
high disruption to work, high relevance to social identity
, 239–240
high disruption to work, low relevance to social identity
, 238
low disruption to work, high relevance to social identity
, 238–239
methodological considerations to advance employee well-being at
, 245–253
women’s health at
, 214–221
work-enabling help
, 216
“Work shift”
, 208
Work-interfering help
, 216
Work-related communication
, 211
Work-related feelings
, 3
Work-related psychological attributes, similarity in
, 25–26
Work-related psychological constructs
, 23, 30
Work-to-family enrichment
, 212
Worker platforms
, 55
Work–family conflict
, 210
Workforce
complexity
, 44
dimensions
, 52
governing workforce capabilities
, 52–53
governing workforce composition
, 53–54
governing workforce cultures
, 54–55
Working apps
, 51
Working conditions
, 181
Work–life benefits
, 225
Workplace
, 23
behavior theories
, 2
deviance
, 62
rules and norms
, 80
- Prelims
- Chapter 1: Unlocking the Potential of Other-ratings for Human Resource Management Research
- Chapter 2: The Human Resource Ecosystem: Reconciling Alignment and Disruption
- Chapter 3: Reconstructing Constructive Deviance: The Development of a Positive Employee Model for Human Resource Management
- Chapter 4: Beyond Productivity: Incentive Effects on Alternative Outcomes
- Chapter 5: The Data Are Coming! Reconceptualizing Big Data for the Organizational Sciences
- Chapter 6: The “Why” and “How” of Human Resource (HR) Practices: A Critical Review of the Antecedents and Consequences of Employee HR Attributions Research
- Chapter 7: Building Thriving Workforces from the Top Down: A Call and Research Agenda for Organizations to Proactively Support Employee Well-Being
- Index