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Recent research has found that a technique called feedforward interviewing (FFI) can be used to develop employees on the job. Currently the mechanisms and boundary conditions of the FFI-performance relationship are unexplored. Using a positive psychology framework, the purpose of this paper is to discuss how FFI supports the creation of personal and relational resources, and explores the contextual and environmental limits to the effectiveness of the technique.

Through a review of the literature as well as examination through appropriate theoretical lenses, moderators of FFI are proposed and the implications for the effectiveness of the technique are examined.

The FFI model explored in this paper is rooted in broaden and build theory as well as other theories from the positive psychology literature. Design recommendations and future research directions are discussed.

Through a scholarly review of the literature, the potential for the effective use of a new developmental technique is explored. Direct guidance on how to apply FFI in organizations is given.

The purpose of this paper is to apply insights from the moral legitimacy theory to understand how climate for inclusion (CFI) is cultivated at the individual and collective levels, thereby highlighting the influence of employee perceptions of inclusion-oriented high-performance work systems (HPWS) on CFI.

A multi-level conceptual framework is introduced to explain how employee perceptions develop about the moral legitimacy of inclusion-oriented HPWS and the subsequent influence on CFI.

CFI is theorized to manifest when employees perceive inclusion-oriented HPWS as morally legitimate according to four unit-level features. Employees with a strong moral identity will be particularly attuned to the moral legitimacy of each of the unit-level HPWS features, thereby strengthening the perceived HPWS and CFI relationship at the individual level. The convergence of individual-level perceptions of CFI to the collective level will be strongest when climate variability is low for majority and minority groups.

Organizations seeking to develop CFI should consider the role of HPWS and the perceived moral legitimacy of such systems. This consideration may involve policy amendments to include a broadened scope of HPWS.

This paper explores how employee perceptions of the moral legitimacy of HPWS can help or hinder CFI, thereby offering a novel framework for future inclusion and human resource management research.

Drawing on trait activation theory, this study examines the influence of positive affectivity on employment predictions (e.g. the probability of obtaining an interview and being hired) via intrinsic motivation and network building on LinkedIn.

Multisource field data were collected from student job seekers (n = 179) searching for an internship over two points with a six-month time separation between the first and second data collection.

Structural equation modeling (SEM) analyses revealed marginal support for the mediating roles of intrinsic motivation and network building in positive affectivity’s indirect effect on employment predictions about the probability of obtaining an interview and being hired.

This study extends research on job search networking/selection by demonstrating the sequential process through which job seekers’ positive affectivity influences employment predictions, emphasizing the intermediary roles of intrinsic motivation and network building on LinkedIn.

Job seekers, recruiters and career counselors should consider network building on LinkedIn as a relevant expression of positive affectivity.

We apply trait activation theory as an overarching framework to examine how an affective between-person difference is expressed via intrinsic motivation and network building and is, at the same time, perceived and valued by employers on LinkedIn.

This study investigates human resource (HR) professionals' experiences during the COVID-19 pandemic.

The study involves in-depth, semi-structured interviews with 37 HR professionals purposefully selected based on their prior involvement in managing pandemic-related challenges.

The findings reveal that HR professionals faced intensified organizational demands, leading to expanded job roles, increased workload, a change in pace and emotional pressures. However, participants exhibited resilience by drawing from and creating various job resources to cope with these demands. Our findings also show that despite HR professionals being central to creating workplace support and wellness initiatives, their well-being needs were often overlooked as they prioritized supporting others.

The study contributes to research on the experiences of HR professionals during the pandemic and to job-demands resources (JD-R) theory by incorporating context-specific demands, resources and coping strategies specific to HR professionals.

Lessons learned for organizations and HR professionals are discussed in relation to creating conditions of organizational support and resource availability for HR professionals.

This study extends research on the mental health and well-being of HR professionals during the pandemic by providing a novel lens on linkages between job demands, job resources and self-regulation strategies.

Drawing on a cognitive attribution approach to charismatic leadership, this study identifies an overlooked influence behavior – supervisor self-disclosure of a traumatic loss as contributing to subordinate charismatic attributions (e.g. idealized influence) and trust toward their supervisor.

Employing an experimental vignette method, participants (n = 201) were assigned to one of two conditions: (1) supervisor self-disclosure of traumatic loss or (2) control condition, and then reported on charismatic attributions about the supervisor in the scenario and trust toward the supervisor.

The results revealed that supervisors’ self-disclosure to subordinates influences subordinate attributions of charisma toward their supervisors and affective-based, cognitive-based trust.

While an experimental approach supports causal inference, future research may consider the long-term effects of supervisors’ self-disclosure on subordinates’ attributions and trust.

Self-disclosure may be used authentically but cautiously to build relationships with subordinates and potentially benefit management development programs.

This study provides the first empirical insights into how a supervisor’s disclosure of a traumatic loss – an uncharted territory – affects subordinates’ perceptions of the supervisor’s charisma and subsequent trust.

This study investigates the moderating role of employee office location in the relationship between support-related job resources (i.e. organizational support for development, supervisor support) and work engagement among public sector employees.

An online questionnaire was completed by 2,206 digital services branch of public service employees in Canada. Structural equation modeling (SEM) was used to test office location as a moderator of job resources and work engagement.

The results indicate that office location moderates the relationship between organizational support for development and work engagement, such that this relationship is stronger for head office employees. Conversely, results show office location moderates the relationship between supervisor support and work engagement, such that this relationship is stronger for regional office employees.

The questionnaire was self-report in nature and from a single department. Future research should consider multiple sources of reporting and additional departments.

The current study suggests that to increase work engagement, public sector organizations need to offer head office employees more organizational support for development and regional employees more supervisor support.

The literature on public sector work engagement tends to study job resources as having universal effects on work engagement regardless of employees' place of work. This study suggests that certain resources matter more depending on office location.

The purpose of this paper is to apply insights from social role theory to trust repair, highlighting the underexplored implications of gender. Trust repair may be more difficult following violations that are incongruent with the transgressor’s gender role.

This paper reviews research on trust repair, particularly Kim et al.’s (2004, 2006) discovery that apologizing with internal attributions is best for ability-related violations and denying responsibility is best for integrity-related violations. Propositions about trust repair are grounded in attribution and social role theory.

Trust violations may incur a bigger backlash when they are incongruent with gender roles, particularly for individuals in gender-incongruent professions and cultures with low gender egalitarianism. Men may find ability-related violations more difficult to repair. Women may find repairing benevolence and integrity-related violations more difficult. When apologies are offered, attributions that are consistent with gender roles (internal attributions for men, external attributions for women) may be most effective.

Gender can be a relevant factor in trust repair. Policies and training addressing conflict should consider how these differences manifest.

Gender role differences have largely been overlooked in trust repair. By integrating social role theory and exploring benevolence-based violations, this paper offers a more complete understanding of trust repair.