Index
Research in Personnel and Human Resources Management
ISBN: 978-1-83753-389-3, eISBN: 978-1-83753-388-6
ISSN: 0742-7301
Publication date: 7 September 2023
This content is currently only available as a PDF
Citation
(2023), "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. 41), Emerald Publishing Limited, Leeds, pp. 245-254. https://doi.org/10.1108/S0742-730120230000041002
Publisher
:Emerald Publishing Limited
Copyright © 2023 M. Ronald Buckley, Anthony R. Wheeler, John E. Baur and Jonathon R. B. Halbesleben
INDEX
Academic publishing
, 31
Academy of Management
, 33
Academy of Management Journal
, 33
Academy of Management Review
, 165, 173
Acculturation
, 120
Adjustment
alignment between organizational practices and factors influencing SIE
, 115
contextual factors impacting
, 114–115
interpersonal factors influencing SIE
, 113–114
managerial view of factors influencing relationships between
, 111
personal factors inhibit SIE
, 112–113
personal factors managers believe facilitate SIE
, 111–112
personal factors with mixed impact on
, 113
review of qualitative studies on SIE
, 107–109
Administration
, 12
Amazon Mechanical Turk (MTurk)
, 22–23
American Economic Review
, 59
American Psychological Association (APA)
, 21
Analysts
, 52
Analytical approaches
, 209
Analytical path
, 52
Antecedents
, 97
Appraisal theorists
, 143
Arnold Ventures
, 60
Article organization, summary of
, 203–205
Artificial intelligence
, 5
Asia, evidence from
, 171
AsPredicted (non-profit online platform)
, 60
Assigned expatriates (AEs)
, 94
Attraction–selection–attrition process
, 64
Attribution
, 180
Attribution theory
, 165
Authentic leadership
, 18
Automatic appraisal process
, 134
Automation
, 5
Availability
, 218–219
Bayesian statistics
, 46
Behavioral immune system Theory (BIS Theory)
, 130–131, 135, 140, 142–144, 146–147
(see also Sociometer theory)
BIS-based responses
, 140
BIS-based secondary appraisal of PTB
, 144–145
immuno-behavioral response
, 142–142
immuno-cognitive response
, 141
immuno-emotional response
, 140–141
immuno-physiological response
, 141–142
perspective on PTB
, 135–136
Black box
, 162, 168, 201
Black women
, 206, 228
Boston Consulting Group
, 61
Boundary control
, 232
Bowen and Ostroff’s HRM System Strength
, 165–166
Bring your own device to work (BYOD)
, 211
Bronze OA
, 32
Bundles of HR practices
, 162
Bureaucratized process-oriented work context
, 219
Career Development International
, 99
Career theories
, 103
Causality
, 44
Center for Open Science (OSF)
, 51, 60, 66
Charismatic leadership
, 44
Chilling effects
, 215–216
Chrysalis effect
, 40
Co-variation
model of attribution theory
, 166
principle
, 165, 172
Cobbling
, 53
Code, lack of
, 21–22
Collaborative time management
, 229, 234
scheduling practices and predictable time off
, 220–221
Collective process
, 166
Communality
, 10
Communication
, 181
Community
, 202
Company-transferred expatriates
, 94
Compensation system
, 38
Compilation process
, 179
Composition process
, 179
Confirmatory factor analysis (CFA)
, 42
Consensus
, 166
Consistency
, 166
Consumer psychology
, 136
Context-based process
, 143
Contextual variables
, 105
Contingency-based Process Model
, 183–184
Contribution concept
, 65
COVID-19 pandemic
, 52, 129, 200
Credibility of science
, 46
Criticism
, 50
Cross-level moderated mediation model
, 172
Crowdsourcing platforms
, 22
Cultural adjustment
, 108
Cultural support for flexibility policy use
, 212
Customizability
, 213
Customizable flextime policy
, 213
Cytokines
, 142
Data
lack of
, 21–22
reproducibility
, 20
Defense system
, 136
Descriptive norms
, 10, 12
Digital object identifiers (DOIs)
, 60
Direct replications
, 51
Directory of Open Access Journals (DOAJ)
, 32
Disinterestedness
, 11
Dissemination process
, 63
Distinctiveness
, 165
Distributional concept analysis
, 95, 101
Diversity variables
, 202
Dual appraisal-based framework
, 130
EBSCOhost databases
, 95
Economics
, 14
disruption
, 105
Efficiency
, 218–219
Elaboration likelihood model (ELM)
, 176
Embeddedness
alignment between organizational practices and factors influencing SIE
, 115
contextual factors impacting
, 114–115
findings of qualitative study
, 116–117
interpersonal factors influencing SIE
, 113–114
limitations
, 121
personal factors inhibit SIE
, 112–113
personal factors managers believe facilitate SIE
, 111–112
personal factors with mixed impact on
, 113
practical implications
, 118–121
and retention
, 115
review of qualitative studies on SIE
, 107–109
Emotional acculturation
, 120
Emotions
, 146
aversive
, 135
Empirical development of HR attributions model
, 170–171
Employees perceptions of HR practices
, 163, 165, 180
Employees religiosity
, 172
Entrepreneurial innovator FELOs
, 109
Ethical leadership
, 18
European Commission
, 32
Expatriates
, 95, 102, 108
retention of
, 118
Facebook
, 5
Familial environment
, 114
Flexibility policies
, 206, 220
cultural support for
, 212
Focal organization
, 118
Food manufacturing
, 222
Foreign executive in local organization (FELO)
, 107, 109
Fourth Industrial Revolution
, 5
Functional HRM manuscripts
, 3
Gender
, 202
gender-based occupational segregation
, 222
General adjustment
, 107
Global dissemination
, 38
Global executive FELOs
, 109
Global shocks
, 105
Gold OA
, 32
Good statistical practice
, 45
Governance
, 11
Green OA
, 32
Group culture
, 220
Harvard Business Review
, 34
Heider’s attribution theory
, 167
High performance work systems
, 162
Home deplete resources
, 205
Human resource (HR)
, 163
attributions model
, 167–168, 171
Bowen and Ostroff’s HRM System Strength
, 165–166
connecting HR attributions
, 180–181
connecting HRM system strength
, 178
contingency-based process model
, 183–184
critical look at HR attributions research
, 174–175
development of HR process research
, 168
empirical development of HR attributions model
, 170–171
empirical shift
, 168–169
existing research to connect HRM system strength with HR attribution concepts
, 176
framework of moderators
, 181
future challenges and practical implications
, 184
from HRM system strength to perceived HRM system strength
, 169–170
implementation
, 177
maturing of HR process research
, 172
methodological challenges
, 186–188
Nishii et al.’s HR attributions
, 167–168
policies
, 213
practical implications of HR process to HR professionals and managers
, 188–189
practices
, 104, 162, 166
process research
, 171–172, 184–185
professionals
, 234
reflecting on strength of HRM system research
, 173–174
revised HR process model
, 177
revised process model
, 176
start of HR process research
, 164
strategy and policies
, 188
systems
, 203, 206
theoretical questions
, 185–186
Wright & Nishii’s HR process model
, 164–165
Human Resource Management
, 32
Human Resource Management Journal
, 171
Human resources management (HRM)
, 1, 162, 215
(see also Personnel and human resource management (PHRM))
directions for future
, 148–150
implementation process
, 179
incorporating HRM system strength and HR attributions
, 176–184
practices
, 168
reflecting on strength of HRM system research
, 173–174
scholars
, 2, 162
system
, 166, 173, 177, 182, 187, 189
system strength to perceived HRM system strength
, 169–170
theories
, 3
Human touch
, 137
Humble leadership
, 18
Hypercompetitive incentive system
, 49
Hypercompetitive social system
, 38
Hypothetico-deductive model of research
, 14–16
i-deals
, 223
Idiosyncratic flexibility deals
, 223
Immuno-behavioral response
, 142
Immuno-cognitive response
, 141
Immuno-emotional response
, 140–141
Immuno-physiological response
, 141
In-group collectivism
, 184
Inclusion
, 224
Inclusiveness, need for
, 64–67
Indigenous identity
, 228
Individual work-life flexibility enactment
, 216–217
Individual-level research of SIEs
, 109
Industrial and organizational psychology (I/OP)
, 8, 18, 20, 23
publication process
, 33
research
, 27–28, 41
researchers
, 9, 22
Infection risk
, 136–138
Infection-connoting stimuli
, 129
Injunctive norms
, 10, 12, 16–36
Innate identity FELOs
, 109
Integrated appraisal-based framework
, 131
Integrated research
, 185
Intended HR practices
, 164
Interaction adjustment
, 108
Internal monitor
, 134
Internal regulation system
, 129
International relocation
, 94
strategy
, 103
Internet of things
, 5
Interpersonal behavior
, 131, 147
Interpersonal communication
, 128
Interpersonal factors
, 111
Interpersonal issues
, 104
Interpersonal physical contact
, 133
Interrater reliability
, 42
Interruptions
, 217
Intersectional analyses
, 209
Intersectional approach
, 206
comparing and contrasting
, 209–210
identity
, 207
power and resources
, 207–208
Intersectional arguments
, 207
Intersectional identities
, 228
Intersectional lens
, 230
comparing traditional and intersectional lenses on work-life flexibility policies
, 205–210
Intersectional work-life approach
, 203
Intersectionality
approach
, 209
theory
, 206, 209
Intrapersonal phenomena
, 104
Jingle-jangle fallacy
, 44
Job Characteristics Model
, 17
John Templeton Foundation
, 60
Journal of Applied Psychology
, 26
Knowledge
, 37
Leader-member exchange
, 44
Leadership
, 44
Lengthy review process
, 26
Level of analysis
, 209
LinkedIn
, 5
Localized FELOs
, 109
Machine learning
, 5
Management-by-objectives system (MBO system)
, 169
Managers
, 111
Manual top-down approach
, 98
Many Labs projects
, 50
Materials
, 51–52
lack of
, 21–22
Matthew effect
, 25
McNamera’s fallacy
, 44
Meat processing industry
, 35
Mertonian norms
, 11, 49, 59
of communality
, 31, 36–38, 54
of science
, 12
Meta-analysis
, 53
Meta-science projects
, 52
Meta-scientific research project
, 51
Methodological approach
, 121
Mixed-method approaches
, 149
Mobile workers
, 94
Moderators
, 97–98
MOSAIC model, The
, 228, 233
MTurk
, 45
Multinational organizations
, 94, 104, 116
Multiple stigmatized identities
, 233
Multiverse analysis
, 52
Multiverse approach
, 53
Myers-Briggs tests
, 34
National culture
, 183–184
National Science Foundation (NSF)
, 55
Netherlands Survey of Research Integrity
, 39
Nishii et al.’s HR attributions
, 167–168
Nomological network
, 101
Non-significant findings, lack of
, 27–31
Nonideal workers
, 225
Nonwork domain, effects of control over work role boundary on performance in
, 213–215
Nonwork identities
, 217
salience of
, 216–217
Nonwork performance
, 210, 216–217, 230–231
Normative expectations
, 114
Novelty
, 120
Null hypothesis significance testing (NHST)
, 27, 47
Occupational embeddedness
, 117
Occupational segregation
, 222
Onboarding process
, 106
Online scenario-based experiment
, 180
Open access (OA)
, 8, 59
formats
, 32
publishing formats
, 32
Open Science Framework (OSF)
, 51
Open science practices, benefits to engaging in
, 60–62
Organization’s perceptions of SIE employability
, 105
Organizational actions
, 116
Organizational approach
, 225
Organizational cultures
, 203
Organizational embeddedness
, 117
Organizational global talent management strategies
, 106
Organizational hygienic climate
, 145
Organizational implementation approach
, 212, 223
cultural support for flexibility policy use
, 212
customizability
, 213
Organizational perceptions of SIEs
, 105
Organizational policies
, 115
Organizational research
, 148–150
Organizational researchers
, 145
Organizational resources
, 201
Organizational SIEs
, 106, 108
Organizational support
, 97
Organizational-level outcomes
, 109
Organizations
, 234
PTB in
, 132–133
Organized dogmatism
, 12
Organized skepticism
, 11
Overseas experiences (OE)
, 95
Oxytocin
, 140
p-hacking
, 55
Pandemic
, 5, 105
Particularism
, 12
Peer-review process
, 24–27, 56
Peer-review system
, 25, 55
Person-based process
, 143
Personal comfort
, 137
Personal factors
, 111
Personality-type indicator tests
, 34
Personnel and human resource management (PHRM)
, 8–9, 18, 20, 22–23, 27–28, 41
analysts
, 52–54
benefits to engaging in open science practices
, 60–62
deviating from ideal
, 16
don’t blame individual
, 36
hypothetico-deductive model of research
, 14–16
labs
, 50
lack of availability
, 31–33
lack of non-significant findings
, 27–31
lack of practical implications
, 33–36
lack of quality control
, 24–27
lack of replicability
, 19–20
lack of reproducibility
, 20–23
lack of solid theory
, 16–19
materials
, 51–52
measurement schmeasurement
, 41–44
methodology
, 44–46
need for inclusiveness
, 64–67
need for openness
, 54
need for relevance
, 62–64
norms
, 48–49
norms of science
, 10–14
open access
, 59
open materials, data, and code
, 58–59
PHRM/I/OP researchers
, 48
platforms to achieve openness
, 60
potential explanations
, 36–67
preregistration
, 55–56
proper incentives
, 50
publication process
, 33
questionable research/reporting practices
, 39–41
registered report
, 57–58
research
, 64
song of sorrow
, 9
statistics
, 46
Personnel Assessment and Decisions
, 32
Personnel Psychology
, 32–33, 35
Physical availability
, 213–215
Police
, 49
Political climate
, 144
Power
, 207–208
Practice theory as theoretical foundation
, 110
Predictable time off (PTO)
, 220–221
Preregistrations
, 55–57
Prestigious research funding agencies
, 32
Primary appraisal
BIS perspective on PTB
, 135–136
process
, 130, 134–135
of PTB
, 133
relational value and infection risk
, 136–138
sociometer perspective on PTB
, 133–135
Professional touching behavior (PTB)
, 130, 133–134, 138
directions for future HRM and organizational research
, 148–150
immunological perspective
, 140–142
intended contributions
, 147–148
in organizations
, 132–133
primary appraisal of
, 133–138
secondary appraisal of
, 143–145
socially functional perspective
, 138–140
Prolific platforms
, 22
ProQuest databases
, 95
Protection mechanism
, 149
Psychological attribution process
, 189
Psychological availability
, 213–215
Psychologists
, 49
Psychometric theory
, 41
PsycINFO databases
, 95
Python script
, 99
Qualitative data
, 58
Qualitative design of our study
, 110–111
Qualitative research design
, 121
Qualitative SIE studies
, 103
Quality
, 11
Quality control, lack of
, 24–27
Quantitative fallacy
, 44
Quantity
, 12
Queuebicle
, 23
Race
, 202
race-based occupational segregation
, 222
Randomized controlled experiment (RCT)
, 45
Reciprocity
, 217, 219
Registered Report
, 57–58
Relational value
, 136–138
Relationship psychologists
, 137
Relevance, need for
, 62–64
Reliability theory
, 41
Remote work
, 233
Replicability, lack of
, 19–20
Reproducibility, lack of
, 20
lack of materials, data, and code
, 21–22
lack of proper samples
, 22–23
Research
, 212
process
, 16, 39, 52, 54, 57, 61
streams
, 169
Research design
, 45
Research in Organizational Behavior
, 2
Research in Personnel and Human Resources Management (RPHRM)
, 1–2, 4
manuscript
, 3–4
ResearchEquals
, 60
Researcher degrees of freedom
, 50
Resources
, 207–208
resource-based view of HRM
, 3
Respondents
, 112
Results-oriented work environment (ROWE)
, 219–220, 229, 234
Retention
alignment between organizational practices and factors influencing SIE
, 115
contextual factors impacting
, 114–115
interpersonal factors influencing SIE
, 113–114
personal factors inhibit SIE
, 112–113
personal factors managers believe facilitate SIE
, 111–112
personal factors with mixed impact on
, 113
review of qualitative studies on SIE
, 107–109
Review process
, 25, 61
Reviewers
, 27
Revised HR process model
, 177
Revised process model
, 176, 187
Revision process
, 26
Rigid mentality
, 112
Science, norms of
, 10–16
Scientific Pandemic Influenza Group on Modelling, Operational sub-group (SPI-M-O)
, 52
SCOPUS database
, 95
Secondary appraisal
, 144
BIS-based secondary appraisal of PTB
, 144–145
of PTB
, 143
sociometer-based secondary appraisal of PTB
, 143–144
Secondary process
, 143
Selection criterion for systematic review
, 102
Self-corrective thesis (SCT)
, 15–16
Self-initiated expatriates
, 95, 101
Self-initiated expatriation (SIE)
, 94, 118
alignment between organizational practices and factors influencing SIE adjustment
, 111–114
antecedents
, 97
contextual factors impacting adjustment, embeddedness, and retention
, 114–115
definition
, 101
evolution of
, 98–101
identifying definitional confounds in SIE nomological network
, 96
interpersonal factors influencing SIE adjustment, embeddedness, and retention
, 113–114
managerial view of factors influencing relationships between SIE adjustment, embeddedness, and retention
, 111
mentality
, 112
moderators
, 97–98
origins of definition of
, 95
outcomes
, 98
personal factors inhibit SIE adjustment, embeddedness, and retention
, 112–113
personal factors managers believe facilitate SIE adjustment, embeddedness, and retention
, 111–112
personal factors with mixed impact on SIE adjustment, embeddedness, and retention
, 113
practice theory as theoretical foundation
, 110
qualitative articles
, 103
qualitative design of our study
, 110–111
research
, 99
retention practices
, 110
review of qualitative studies on SIE adjustment, embeddedness, and retention
, 107–109
review of quantitative SIE studies
, 101–102
review of SIE retention
, 105–107
review of suggested future directions for SIE research
, 103–105
reviewing past proposed definitions
, 95–96
systematic study of organizational practices for retaining SIE
, 109–110
Self-interestedness
, 12
Servant leadership
, 18
Single-axis framework
, 207
Singlism
, 226
Social categories
, 202, 207
Social cognition
, 165
Social exchange theories
, 173
Social information processing theories
, 173
Social Psychological Bulletin
, 59
Social psychology
, 188, 202
Social system
, 129
Sociology
, 14
Sociometer perspective on PTB
, 133–135
Sociometer theory
, 130–131, 134, 138–139, 143, 147
(see also Behavioral immune system Theory (BIS Theory))
socio-behavioral response
, 140
socio-cognitive response
, 139
socio-emotional response
, 138–139
socio-physiological response
, 139–140
subsequent sociometer-based responses
, 138
Sociometer-based appraisal process
, 135
Sociometer-based responses
process
, 140
to PTB
, 143
Sociometer-based secondary appraisal of PTB
, 143–144
Software industry
, 24
Solid theory, lack of
, 16–19
Song of sorrow
, 9–16, 32
Staged process model
, 179
Statistical significance
, 46
Statistical technique
, 42
Statistical uncertainty
, 43
STEM
, 224
Stressful psychological reaction
, 112
Structural equation modeling (SEM)
, 40
Structural societal inequality
, 203
Subsidiary managers
, 111–113, 115
Surface-level diversity
, 229
Survey-driven disciplines
, 23
Swiss National Science Foundation (SNSF)
, 32
Swiss National Science Fund
, 32
Systems of HR practices
, 162
Telework
, 220
Teleworkers
, 218
Tenure process
, 38
Theoretical lenses
, 209
Theoretical models
, 46
Theorizing practice
, 116
Theory fetish
, 19
Theory pollution
, 9
Theory-driven predictions
, 18
Time-lagged studies
, 45
Touch
, 128, 145
Touching
, 132
behavior
, 139
Traditional approaches, comparing and contrasting
, 209–210
Traditional boundary control and implementation perspective, enriching
, 210–221
Traditional lenses, comparing intersectional lenses on work-life flexibility policies and
, 205–210
Transform to Open Science (TOPS)
, 55
Transformational leadership
, 18, 44
Twitter
, 5
UK’s Wellcome Trust
, 32
Universalism
, 11
University of Georgia, The
, 2
US National Aeronautics and Space Administration (NASA)
, 55
US National Institutes of Health
, 32
US National Science Foundation
, 32
Vantage point (2023)
, 3
Variability
, 52
Variable-centered approach
, 202
Vignette-based experimental study
, 170
Visible diversity
, 229
WEIRD
countries
, 65
submissions
, 66
Well–being
, 136
Winnowing process
, 40
Wire, The (TV show)
, 49
Work domain, effect of work-life flexibility on performance in
, 217–219
Work identity, salience of
, 218–219
Work performance
, 210
Work-based touch communication
, 128
Work-life flexibility
, 205, 224
comparing and contrasting traditional and intersectional approaches
, 209–210
comparing traditional and intersectional lenses on work-life flexibility policies
, 205
context
, 226
contributions
, 202–203
contributions to work-life literature
, 232–235
control and work and nonwork performance
, 225–227
control bundling and chilling effects
, 215–216
effects of control over work role boundary on performance in nonwork domain
, 213
enriching model with considerations for future research from work-life intersectionality lens
, 221
individual implementation
, 228–229
individual implementation of work-life flexibility
, 213
individual work-life flexibility enactment and nonwork performance
, 216
intersectional approach
, 206–209
organizational implementation
, 223–225
organizational implementation approach
, 212–213
physical and psychological availability
, 213–215
policies
, 200, 206, 209, 212, 233
research
, 233
salience of nonwork identity
, 216–217
salience of work identity
, 218–219
summary of article organization
, 203–205
traditional approach
, 205–206
use of work-life flexibility policies and control over work role boundary
, 210–212
work-life flexibility initiation
, 221–223
work-life flexibility model
, 210
effect of work-life flexibility on performance in work domain
, 217
work-life intersectionality and nonwork performance
, 230–231
workgroup flexibility context
, 219–221
workgroup implementation
, 229–230
Work-life intersectionality
, 202, 206, 208, 228, 230–231
enriching model with considerations for future research from work-life intersectionality lens
, 221
and nonwork performance
, 230–231
Work-life literature, contributions to
, 232–235
Work-life privilege
, 203
Work-related touching behavior
, 130
Work–family conflict
, 200
integrative general models of
, 201
seminal perspectives on
, 209
Workgroup contexts
, 218
Workgroup flexibility context
, 219
collaborative time management scheduling practices and PTO
, 220–221
ROWE
, 219–220
Workgroup implementation
, 229–230
Work–life policies
, 205, 228
cluster
, 234
Work–life relationships
, 202, 233
nature of
, 203
World Trade Center
, 108
Wright & Nishii’s HR process model
, 164–165
Zoom fatigue
, 226
- Prelims
- Chapter 1: Forty Volumes of Research in Personnel and Human Resources Management: Reflecting on Impactful Contributions and Continuing Our Mission Into the Future
- Chapter 2: Cobblers, Let’s Stick to Our Lasts! A Song of Sorrow (and of Hope) About the State of Personnel and Human Resource Management Science
- Chapter 3: Retaining Self-initiated Expatriates: Systematic Reviews and Managerial Practices
- Chapter 4: A Theory of Professional Touching Behavior in Organizations: Implications for Human Resource Scholars and Practitioners
- Chapter 5: Looking Back to Move Forward: A 20-year Overview and an Integrated Model of Human Resource Process Research
- Chapter 6: Work-life Flexibility Policies: Moving from Traditional Views Toward Work-life Intersectionality Considerations
- Index