Index
Research in Personnel and Human Resources Management
ISBN: 978-1-80117-431-2, eISBN: 978-1-80117-430-5
ISSN: 0742-7301
Publication date: 19 August 2021
This content is currently only available as a PDF
Citation
(2021), "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. 39), Emerald Publishing Limited, Leeds, pp. 289-299. https://doi.org/10.1108/S0742-730120210000039009
Publisher
:Emerald Publishing Limited
Copyright © 2021 M. Ronald Buckley, Anthony R. Wheeler, John E. Baur and Jonathon R. B. Halbesleben
INDEX
Acceptance dynamics in workplace social environment
, 222–228
Acculturation strategies
, 217–222
Actor’s network positions
, 138–141
Affect-based trust
, 136
Age
age-graded influences
, 104
cohorts
, 101
Gen Z life-stage and age effects
, 114–115
related meta-stereotyping
, 107
Agency theory
, 15
Airbnb
, 2
Algorithmic management, 9 (see also Human resource management (HRM))
algorithmic HR management
, 3, 24
benefits of
, 10
use of
, 37
Amazon Mechanical Turk (mTurk)
, 116
Ambiguity
, 28, 73, 76, 78, 81, 224
American Psychological Association study
, 112
AMO model
, 195
App-workers
, 26, 28, 35
Apparent sincerity
, 83
Arise Virtual Solutions
, 15
Artificial intelligence
, 24, 37, 117
Assimilation
cues
, 225–226
strategy
, 219–221
Asylum seekers
, 215, 241
refugee and asylum seekers antecedents
, 246–251
situational and dispositional conditions of refugees and
, 251
Attentiveness
, 81
Automation
, 117
Autonomy
, 29, 78, 271–273
and control of freelancers
, 22
of gig work
, 5
Baby Boomers (BBs)
, 101, 102–103, 114
Bifurcation bias
, 184, 194, 197
Bonuses
, 48, 51
Boundaryless career orientation
, 122
Bridging social capital
, 149, 154, 161, 163
Broad reach, network positions of
, 143
Brokerage positions
, 143–144
Bureau of Labor Statistics (BLS)
, 114
Canvas ceiling
, 261
Capital-based platforms
, 2
Career Construction Theory (CCT)
, 252
Career(s)
, 101, 122
development
, 116, 122
entrants
, 101
entry
, 120
identity
, 121
Casual work arrangements
, 2
Center for Refugee and Immigrant Success (CRIS)
, 278
Center for Refugee Employment, Advocacy, Training and Education (CREATE)
, 278
Centralization
, 151
Chronological age
, 103
Citizen
, 210–212
Classic strategic human resource theory
, 13
Client businesses
, 20
Coefficient of variation
, 60
Coercive power
, 133
Cognition-based trust
, 136
Cognitive mapping
, 106
Collective leadership (see Shared leadership)
Commitment
, 132
Community level outcomes of refugee fit
, 274–275
Compartmentalization
, 243
Compensation
, 56–58, 65, 178–189
Competence indicators
, 58
Complexity of refugee experience
, 244
Compliance
, 132
Conceptualization
, 84
Contextual Differences in acculturation strategies
, 221–222
Contingent labor
, 13
Contingent work arrangements
, 2
Control
in digital labor platforms
, 32
positions
, 143, 146
Conventional employee assistance program
, 19
Cooperation measures
, 60
Coordination of task performance
, 155
Corporation logic
, 24
Country of origin
, 262
COVID-19 (see also Post-COVID)
defining impact of
, 114–115
outbreak
, 37
pandemic
, 100, 112
Crafting activity
, 81
Cultural gaps
, 270–271
Cultural similarity
, 250
Cultural tightness, intersection of
, 217–222
Cuspers
, 106
Dark personality traits
, 192
Deliveroo
, 7, 10, 23
Democratic Republic of Congo (DRC)
, 247
Density
, 151
of social ties
, 151–152
Descriptive HRM algorithms
, 9
Development, training and
, 259
Deviant innovator
, 25–26
Digital labor platforms
, 4–7, 9–10
labor processes and HRM within
, 19–26
phenomenon
, 3
sourcing labor from external
, 12–19
work
, 35
Digital work
, 116
Digitation
, 117
Direct access positions
, 142, 147, 163
Discrimination
, 273
Disgust
, 225
Dispersed HRM functions
, 3, 10–12
Dispersed pay
, 50
Displaced resident
, 215–217
Distributed leadership (see Shared leadership)
Diversity driven organizations
, 256
Diversity Visa Program
, 212
Diversity-targeted processes
, 212
Dual job holding (see Multiple job holding (MJH))
East Slavic languages
, 250
Economic downturn
, 74–75
effects on organizational politics
, 73–74
Economic environment perspective
, 72
Economically challenged environments, politics in
, 85
eLancing
, 116
Electronically mediated gig work
, 2
Emotional strain
, 77
Employee resource groups (ERG s)
, 258
Employee(s)
, 30
performance
, 192
workplace response effects on
, 76–77
Employers
, 17–18, 118, 254
local and regional
, 254
organizational
, 275
preferences
, 252
Employment
employment-based LPRs
, 213
employment-based residency
, 212
HRM without
, 3, 7–8
insecurity
, 77
English as Second Language (ESL)
, 243
Entrepreneur
, 261
career pluralist or hybrid
, 116
institutional
, 20
refugee
, 262, 264, 274
Entrepreneurial paths
, 260
entrepreneurship
, 260–261
interventions to enable successful refugee entrepreneurship
, 266–267
push factors and necessity entrepreneurship
, 262–266
Entrepreneurial support
, 279–280
Entrepreneurship
, 260–261
Environmental mastery
, 271–273
Environmental uncertainty
, 79
Equity theory
, 57–58
equity theory-based notion
, 51–52
Essential workers
, 100
Ethical leadership
, 123, 275
Etsy
, 2
Eudemonic conceptualization
, 269
Evaluative approaches
, 268–269
Existing community of support
, 262
Expectancy
, 49
theory
, 58
Expert power
, 134, 136, 145
Explained dispersion theory
, 48–49, 52, 57, 62
key elements
, 57
use elements
, 53
Explained pay dispersion
, 48
credit-card payment processing
, 47–48
explained dispersion theory
, 48–49
other pay dispersion research trends
, 60–63
research
, 53–60
theory of
, 49–53
Expressive ties
, 135–136, 144–145
External environment
, 271
effects of
, 65
perspective
, 72
External support service interventions
, 257–260
F-1 visa holders
, 214
Family allowance
, 50
Family driven approach
, 256–257
Family firms
articles reviewed
, 179–186
bifurcation bias
, 194
compensation
, 178–189
directions for future research
, 187–188
employee performance
, 192
HPWS
, 195–196
HR management in
, 176–177
individual differences
, 194–195
organizational image
, 196
recruitment and selection
, 189–190
SEW
, 196–197
social networks
, 196
theoretical guidance
, 194
topical themes in literature
, 177
training
, 190–192
turnover
, 193–194
Family ownership and management
, 188
Family sponsorship
, 212
Family-work conflict
, 106
Financially driven organizations
, 255
Firm-level acculturation strategies
, 221–222
Fiverr
, 4, 7
Fortune 500
, 12, 204
corporations
, 12
management trainee programs
, 115
Foundational change model
, 100
Foundational management
, 115
Freelancer. com
, 5
Freelancers
, 26–27
autonomy and control of
, 22
onboard
, 14
professional
, 5
Friendship ties
, 136
Future of work
, 32
Gen Y (see Millennials)
General information search
, 155–156
Generation X (Gen X)
, 101, 103, 114
Generation Z (Gen Z)
, 100–101, 111
changing nature of jobs
, 115–117
characteristics research commissioned or completed by companies
, 109–111
criticisms of generations research
, 105–109
diverse, with global perspective
, 112
enters workforce
, 119–123
generations and
, 101–103
as learners
, 113–114
life-stage and age effects
, 114–115
mental health in
, 112
post-COVID employment shifts
, 117–119
research
, 103–104
and technology
, 111–112
Generational cohort theory
, 100–101
Generational differences
, 103
Generations
criticisms of
, 105
and Gen Z
, 101–103
research
, 103–104
Gig economy
, 2–3, 116
barriers
, 33–35
knowledge gaps and future research needs
, 31–33
labor processes and HRM within digital labor platform firms
, 19–26
nature of gig work
, 3–7
organizations sourcing labor by establishing own spin-off platforms
, 26–31
pathways
, 35–37
sourcing labor from external digital labor platforms
, 12–19
unique features of HRM in
, 7–11
Gig literacies
, 5
Gig work, nature of
, 3–7
Gig workers
, 3, 7–8, 116
ethical treatment
, 17
freelance
, 116
labor of
, 22
location-based gig workers
, 2
non-employee
, 3
Gini coefficient
, 60, 63
Great Recession
, 77, 101–104, 111
Greenfield platform
, 27
Grit
, 82–84
Group bonding social capital
, 149, 151, 154
Group effectiveness
, 151–152
Group-level network structures
, 131
H-1B visa holders
, 214
Hardship
, 247–248
Healthy Minds Study (HMS)
, 112
Hedonic approaches
, 269
Hierarchy
, 151
High in-degree centrality
, 144
High-performance work systems (HPWS)
, 62, 195–196
Horizontal pay dispersion
, 57, 60–61
Horizontal performance-based dispersion
, 57
Human capital
, 265
Human resource (HR)
, 176
managers
, 100
practices
, 162
professionals
, 3
Human resource management (HRM)
, 2–3, 130, 176, 240
algorithmic HR management
, 8–10
dispersed HRM functions
, 10–12
without employment
, 3, 7–8, 32
functions
, 212
HRM without employment
, 7–8
inadequate human resource management practices
, 273
interventions
, 277–278
kaleidoscope of HRM in gig economy
, 4
models
, 115
practices shape network structures of influence in organizations
, 161–164
professionals
, 268
research to improve immigrant employee experiences
, 228–231
unique features of HRM in gig economy
, 7
Identifiability
, 51–52
Illegitimacy
, 225, 227–228
Immigrant employees
, 204–205
citizen
, 210–212
destination countries for immigrants
, 206
displaced resident
, 215–217
intersection of cultural tightness
, 217–222
legal permanent resident
, 212–213
legitimacy
, 226
organizational practices and HRM research to improve immigrant employee experiences
, 228–231
pathways and associated status of international immigration
, 208–209
pathways of immigration
, 207
resistance and acceptance dynamics in workplace social environment
, 222–228
transitional resident
, 213–215
Immigrants
, 204–206
Impression management
, 79
In-degree centrality
, 142, 144
Increased workload
, 76, 85
Independent professional
, 27
Individual acculturation strategies
, 219–221
Individual contributions
, 52
Individual differences
, 263
Individual incentives
, 50
Individual phenomenon
, 242
Individually directed organizational citizenship behaviors (OCBI)
, 226
Influence
, 82, 130–131
Influencing others
, 137
Influential individuals
defining power, status, and influence
, 132–133
implications for network structures of influence
, 135–149
influential network positions
, 131–132
network positions to identify
, 131
power and status intertwined
, 134–135
power and status yield influence through distinct mechanisms
, 133–134
Influential others
, 147
Influential people
, 130–131
Informal social networks
, 158
Initial public offering (IPO)
, 21, 58–59
Innovation anemia
, 74
Institutional complexity
, 24
Instrumental ties
, 135
Inter-group network structures
, 150, 154–157
Interdisciplinary Center for Healthy Workplaces (IDCHW)
, 119
Intermediation-based business model
, 23
Internal environment perspective
, 72
Internal political environment
, 73
International Catholic Migration Commission in Europe (ICMC)
, 248
Interpersonal influence
, 83, 130
Intersection of cultural tightness
, 217–222
Intra-group network structures
, 150, 151–154
Intra-team wage dispersion
, 60
Inverted U-shaped form
, 88
iPros
, 26–27, 29
Iterative process of model
, 84
Job crafting
, 80–81, 89–90
research in economic downturns
, 86
Job search
behaviors
, 118
process
, 253–254
self-efficacy
, 252
Job(s)
changing nature of
, 115–117
consolidation
, 85
design
, 222
developer
, 246
embeddedness
, 193
insecurity
, 85
job-focused tactics
, 80
life and job satisfaction
, 268–269
reassignment
, 85
Knowledge, skills, and abilities (KSAs)
, 243
Labor platforms
, 5
Labor processes
and HRM within digital labor platform firms
, 19
HRM-related challenges for (HR) managers of digital labor platforms
, 23–25
HRM-related opportunities for (HR) managers of digital labor platforms
, 25–26
service employees
, 19–20
service employees role in multifaceted platform firms
, 20–23
Leader(ship)
, 137
development programs
, 163
emergence
, 152
networks
, 135
ties
, 137
Learners, Gen Z as
, 113–114
Legal permanent resident (LPR)
, 210, 212–213
Legitimacy
, 225–226
Legitimate power
, 134
Lesser-credentialed immigrants
, 204
Life
and job satisfaction
, 268–269
purpose in
, 273
Lifespan developmental psychology
, 103–104
Location-based gig workers
, 2
Long-term dispersion
, 54
Looseness
, 217–222
Lower-skilled immigrants
, 204
Machiavellianism
, 192
Market logic
, 24
Marketing, sales and
, 22
Meaningful work
, 121
Mechanical Turk
, 17
Mental health in Gen Z
, 112
Meta-stereotypes
, 107
Meta-stereotyping
, 106–107
Micro-taskers
, 28
Migrant
, 205–206
Millennials
, 103, 114
generation
, 104
on steroids
, 100
MJHers (see Multiple job holding (MJH))
Mobility preference
, 122
Moderated mediation model
, 85
Moral emotions
, 225–226
Multi-culturalism
, 217
Multi-level view of how networks impact influence
, 149–157
Multidimensional (mis)fit
, 242
and entrepreneurial paths
, 260–267
entrepreneurship
, 260–261
intersection of refugees and service workers
, 245–254
interventions to enable successful refugee entrepreneurship
, 266–267
multilevel outcomes of refugee fit
, 267–275
of refugees
, 244
process and outcomes of
, 242
push factors and necessity entrepreneurship
, 262–266
refugee crisis
, 240, 275–276
refugee resettlement agency service workers
, 243
traditional employment and person-organization and person-job mis(fit)
, 254–260
Multidimensional fit (MDF)
, 242, 275
practical implications and interventions
, 277
sub-dimensions of MDF
, 245
theoretical implications and future research
, 276–277
Multiple job holding (MJH)
, 116
Multiplex ties
, 135–137
Multiteam systems
, 156
Narcissism
, 192
National College Health Assessment (NCHA)
, 112
National Longitudinal Study of Youth (NLSY)
, 108
Naturalized citizens
, 211
Necessity entrepreneurship
country of origin
, 262
existing community of support
, 262
human capital
, 265
individual differences
, 263
opportunity recognition
, 265
perseverance
, 264–265
pull factors and opportunity entrepreneurship
, 263–264
push factors and
, 262
self-efficacy
, 264
social capital
, 266
Negative meta-stereotypical characteristics of older workers
, 107
Negative outcome interdependence
, 227
Negative young meta-stereotypes
, 107
Network effects
, 21, 24
Network positions
to identify influential individuals
, 131–149
imbue actors
, 130
implications for
, 137
Network structures of influence
advancing research on network structures of influence within organizations
, 164
embracing multi-level view of how networks impact influence
, 149–157
HRM practices shape network structures of influence in organizations
, 161–164
implications for HRM research and practice
, 158
using network positions to identify influential individuals
, 131–149
social network research within HRM
, 130–131
utility of identifying individuals and groups
, 158–161
Networking ability
, 83
NGOs
, 243, 246, 260
NO MObile PHone PhoBIA
, 111
Nomophobia
, 111
Non-CEO TMTs
, 61
Non-employee gig workers
, 3
Non-family
employees in family firms
, 191
firms
, 54
managers
, 188
Non-normative life events
, 104
Nonlinear research
, 88
Normative age-graded influences
, 104
Normative history-graded influences
, 104
Normatively acceptable dispersion-creating practices
, 50
Offshoots and extensions
, 57–60
On-site gig workers (see Location-based gig workers)
Onboarding
, 257–258
Online/virtual gig work (see Remote gig work)
Ontogenesis
, 103
Open marketplace platforms
, 5
Opportunity entrepreneurship, 243, 263 (see also Necessity entrepreneurship)
pull factors and
, 263–264
Opportunity recognition
, 265
Organization HRM practices
and external support service interventions
, 257
external support services
, 260
onboarding and socialization
, 257–258
training and development
, 259
Organizational acculturation strategies
, 219–221
Organizational behavior (OB)
, 5, 115
Organizational change
, 73
Organizational decision-makers
, 2
Organizational image
, 196
Organizational level outcomes of refugee fit
, 273–274
Organizational politics
, 72–73
contributions to theory and research
, 85
directions for future research
, 85–89
impact of economic downturns
, 85
economy and effects on objective and subjective reality and well-being
, 74–76
iterative process of model
, 84
POPs
, 77–78
practical implications
, 89–90
psychological and employee behavioral reactions to POPs
, 78–84
theoretical foundations and proposition development
, 73–74
workplace response effects on employees and work environment
, 76–77
Organizational practices to improve immigrant employee experiences
, 228–231
Organizational restructuring/redesign
, 75
Organizational sciences field
, 72
Organizational socialization
, 257–258
Organizational support
, 278
Organizations sourcing labor
by establishing own spin-off platforms
, 26
HRM-related challenges for (HR) managers of businesses with spin-off platform
, 28–30
HRM-related opportunities for (HR) managers of businesses with spin-off platform
, 30–31
varieties of platform workers
, 26–28
Out-degree centrality
, 142
Outcome
of influence attempts
, 132
interdependence
, 227
Outsourcing
, 15
digital labor platforms as form of
, 12–14
Overqualification
, 76, 86
Overqualified employees
, 87
Ownership
, 53
Parenting skills
, 246
Part-time job
, 115
Pay compression
, 51
Pay dispersion
, 49, 58, 60
Pay-for-performance
, 50, 56
PeoplePerHour
, 12
Perceived status/need
, 81–82
Perceptions of organizational politics (POPs)
, 72, 77–78
Performance-based pay
, 51, 53
Period effect
, 115
Perseverance
, 264–265
of energy
, 83
Person-group fit (see Person-Team Fit (P-T Fit))
Person-job fit (P-J Fit)
, 87, 240, 242–243
Person-job mis (fit)
, 254–260
Person-Organization Fit (P-O Fit)
, 189, 242–243
Person-organization mis(fit)
, 254–260
Person-Preferences for Culture Fit (P-P Fit)
, 242–243
Person-Team Fit (P-T Fit)
, 242–243
Person-Vocation Fit (P-V Fit)
, 242–243
Personal Differences in acculturation strategies
, 221–222
Personal growth
, 273
Pew Research Center
, 101
Platform decision-makers
, 34
Platform economy
, 2
Points
, 207
Political activity
, 82
Political behavior
, 74, 78–79
and proactivity
, 79
Political environments
, 72
Political skill
, 83
Political Skill Inventory
, 83
Politically skilled employees
, 87
Politicking
, 80
Politics
, 84
Positive outcome
interdependence
, 227
of politics
, 79
Positive young age meta-stereotype characteristics
, 107
Post hoc
, 61
Post-COVID
employment shifts
, 117–119
workplace
, 101
Power
, 130–131, 132–133
positions
, 142
and status intertwined
, 134–135
yield influence through distinct mechanisms
, 133–134
Power-Dependence Theory
, 132
Pre-COVID
, 117
Pre-IPO
, 22–23
Predictive HRM algorithms
, 9
Predictors of POPs
, 72
Prescriptive HRM algorithms
, 9–10
Primacy of immigrant categorization
, 223–225
Proactive strategies
, 82
Proactive work behavior
, 80
Proactive/influence behaviors
, 79–80
Project-based work
, 120
Prominence
, 143
Prominence positions
, 145–146
Psychopathy
, 192
Pull factors and opportunity entrepreneurship
, 263–264
Purpose in life
, 265, 269, 273
Push factors and necessity entrepreneurship
, 262–266
PwC NextGen study
, 108
Qualitative research
, 89
Quantitative research
, 5
Realistic, investigative, artistic, social, enterprising, and conventional theory (RIASEC theory)
, 252
Realized influence positions
, 132, 137, 147
Recession-driven politics
, 84
Recession-related stressors
, 75–76
Recruitment and selection
, 189–190
Referent power
, 133–134
Refugee Convention (1951)
, 240
Refugee fit
community level outcomes
, 274–275
multilevel outcomes of
, 267
organizational level outcomes
, 273–274
refugee wellbeing
, 268–273
Refugee service
groups
, 278–279
refugee service-worker interventions
, 251–254
workers
, 246
Refugee wellbeing
, 242, 268
autonomy, environmental mastery, and self-reliance
, 271–273
eudemonic approaches
, 269–270
evaluative approaches
, 268–269
hedonic approaches
, 269
positive relations, social networks, and cultural gaps
, 270–271
purpose in life and personal growth
, 273
self-acceptance, identity, and rejection
, 270
Refugee(s)
crisis
, 240, 275–276
employment
, 241–242
gap
, 261
intersection of refugees and service workers
, 245–254
interventions to enable refugee entrepreneurship
, 266–267
microenterprise programs
, 279
multidimensional (mis)fit of
, 244
population
, 240
resettlement agencies
, 243, 260
Reinforcement
, 49
Remote gig work
, 2
Representation
, 155
Research questions (RQ)
, 119
Resistance
, 132–133
dynamics in workplace social environment
, 222–228
Resource
management and work outcomes relationships
, 82–83
theory
, 77
Reward power
, 133
Ride-hailing platforms
, 5
Rumination
, 88
Sales and marketing
, 22
Scott Kirby (United Airlines CEO)
, 48
Scouting activities (see General information search)
Selection, recruitment and
, 189–190
Self-acceptance
, 269
identity, and rejection
, 270
Self-efficacy
, 264
Self-esteem
, 242
Self-expansion
, 242
Self-reliance
, 271–273
Seniority-based pay
, 53
Sensemaking approach
, 121
Servant leadership
, 275
Service employees
, 19–20, 24
role in multifaceted platform firms
, 20–23
Service workers
, 243, 245
intersection of refugees and
, 245
refugee and asylum seekers antecedents
, 246–251
refugee service-worker interventions
, 251–254
Shared leadership
, 151, 153
operationalization
, 153
structures
, 149
Sharing economy
, 2
Silent Generation
, 101–102
Social astuteness
, 83
Social capital
, 266
Social dominance orientation (SDO)
, 227–228
Social entrepreneurship
, 271
Social identity
, 242
Social integration
, 270–271
Social networks
, 196, 270–271
approaches
, 130
research
, 130, 137
Social process
, 132
Socialization
, 257–258
Socioemotional Wealth (SEW)
, 192, 196–197
Solo self-employed
, 26–27
Sourcing labor
digital labor platforms as form of outsourcing
, 12–14
from external digital labor platforms
, 12
HRM-related challenges for (HR) managers of client businesses
, 14–18
HRM-related opportunities for (HR) managers of client businesses
, 18–19
Spin-off platforms
, 26–31
HRM-related challenges for (HR) managers of businesses with
, 28–30
HRM-related opportunities for (HR) managers of businesses with
, 30–31
Staffing models
, 243, 255
Status
, 131, 132–133, 225–226
network positions
, 144
power and status intertwined
, 134–135
yield influence through distinct mechanisms
, 133–134
Stereotypes
, 106–107
Strategic ambiguity
, 81
Structural view of interpersonal influence
, 130
Subjective wellbeing model
, 268–269, 277
Supervisor-focused tactics
, 80
Surface-level dissimilarity
, 223
Sustainability of gig work
, 4
Talkspace
, 19
TaskRabbit
, 27, 31
Team virtuality
, 118
Technical workers
, 212
Technology
development
, 22–23
Gen Z and
, 111–112
technology-based mediations
, 24–25
Temper
, 7
Temporary job
, 115
Temporary work(ers)
, 120, 213
Theoretical model
, 85
Theory of explained pay dispersion
, 49–53
Tie types
, 135
Tiers
, 207
Tournament theory
, 49, 58
Traditional employment
, 254–260
Traditional staffing model
, 255
Traditionalists
, 102
Training
, 190–192
and development
, 259
Transcendence
, 81–82
Transformational leadership
, 275
Transit experience
, 248–250
Transitional resident
, 213–215
Trauma
, 269
Trust ties
, 136
Typology
, 58
U-shaped form
, 88
Uber
, 2, 7, 23
Uncertainty
, 78
Underemployment
, 76, 85
Unexplained pay dispersion, 48 (see also Explained pay dispersion)
United Nations High Commissioner for Refugees (UNHCR)
, 240
Universal Declaration of Human Rights (UNHCR)
, 207
Unskilled workers
, 213
Upwork
, 2, 4–6, 12
US anti-discrimination laws
, 15
Vertical pay dispersion
, 62
Virtual leadership
, 117
Virtual reality applications
, 118–119
Virtual teamwork
, 117–118
Vocational fit (P-V fit)
, 262
Wage/benefit cuts
, 85
Well-being
, 268
economy and effects on objective and subjective reality and
, 74–76
Work
centrality
, 106
from homE
, 117
work–family conflict
, 106
workplace response effects on work environment
, 76–77
Worker Info Exchange
, 35
Workforce
Gen Z enters workforce
, 119–123
Workplace responses
, 85
effects on employees and work environment
, 76–77
Workplace social environment
cascade of co-worker
, 222–223
combinations with resource interdependence produce resistance or acceptance, 228–
primacy of immigrant categorization
, 223–225
resistance and acceptance dynamics in
, 222
status, moral emotions, assimilation cues, and legitimacy
, 225–226
Workplaces
, 204, 118
refugees in
, 240
Young workers
, 114
YoungOnes
, 7, 12
- Prelims
- 1: Human Resource Management and the Gig Economy: Challenges and Opportunities at the Intersection between Organizational HR Decision-Makers and Digital Labor Platforms
- 2: Explained Pay Disperson: A 20-Year Review of Human Resource Management Research and Beyond
- 3: “Going to Hell in a Handbasket?” Personnel Responses to Organizational Politics in Economically Challenged Environments
- 4: Coming of Age in a Global Pandemic: HRM Perspectives on Generation Z’s Workforce Entry
- 5: Network Structures of Influence within Organizations and Implications for HRM
- 6: Human Resource Management in Family Firms: Review, Integration, and Opportunities for Future Research
- 7: HRM Challenges for Immigrant Employees: Status-Laden Transitions Across Cultures and Workplace Social Environments
- 8: Multidimensional (Mis)Fit: A Systemic View of the Refugee Employment Journey from an HRM Perspective
- Index