Index
Research in Personnel and Human Resources Management
ISBN: 978-1-83797-890-8, eISBN: 978-1-83797-889-2
ISSN: 0742-7301
Publication date: 26 September 2024
This content is currently only available as a PDF
Citation
(2024), "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. 42), Emerald Publishing Limited, Leeds, pp. 251-259. https://doi.org/10.1108/S0742-730120240000042008
Publisher
:Emerald Publishing Limited
Copyright © 2024 M. Ronald Buckley, Anthony R. Wheeler, John E. Baur and Jonathon R. B. Halbesleben
INDEX
Academic research, community-building in
, 177
Accessibility
, 151
Adaptive cultures
, 125
Adoption of HRM practices
, 76
Adulation of patriots and celebration of patriotic events
, 183
Adult training settings, learning in
, 62–63
Affective commitment
, 191
Affective reactions
, 202
Affordable Care Act
, 29
Agency theory
, 21
Agreeableness
, 120, 124, 126, 130
Alignment, importance of
, 197–198
American and French revolutions
, 179
American Dream, The
, 180
American Express
, 184
Anecdotal quotations
, 192
Archival databases
, 105
Aristotelian ethics
, 158
Assessment models
, 87
Behavioral disposition
, 147
Benefits
, 28–31
Biased effect sizes
, 217
Big 5 personality traits
, 118, 123, 126, 136
Binomial Option Pricing Model
, 90
Black–Scholes model
, 90
Blind patriotism
, 199
Blue Ridge Co.
, 193–194
Brain imaging techniques
, 50
Business ethics programs
, 157
Business functions, relationship of HRM flexibility with other
, 86
Business stakeholders
, 190
Candidate HRM practices
, 93
CEOs
, 124
moderating effect of CEO gender
, 126–132
neuroticism
, 133
Certification schemes
, 160
Chi-square difference tests
, 236
Chi-square significance test
, 221
Chinese Communist Party (CCP)
, 197
Choice mechanism, valuation of HRM options as
, 89–93
Citizenship
, 176–177
Cognition, metacognition and
, 48–49
Cognitive constructs
, 47
Cognitive process
, 56
Cognitive scientists
, 60
Cognitive-developmental psychologists
, 61
Collaborative cultures
, 123
Collectivist identity orientation
, 149
Collectivist organizations
, 149
Common factor models
, 233
Common method bias (CMB)
, 217, 221
Common method variance (CMV)
, 217, 221, 238
Community
, 175–177
community-building in academic research
, 177
Compensation
benefits
, 28–31
guidelines
, 22
overall compensation logic
, 14–15
pay administration
, 25–28
pay determinants/basis
, 19–22
pay level
, 16–19
pay structure
, 22–25
practices
, 14
specific pay categories
, 15–16
strategies
, 3, 14–15
systems
, 31
Competitors
influence
, 78
presence of
, 97–99
Complex CMV
, 216
Complex latent variable models
, 228
Componential framework for meta cognition
, 51–57
Conceptualization
, 172
Confirmatory factor analysis (CFA)
, 217–218
models with ULMF
, 238–241
Conscientious CEOs
, 124
Conscientiousness
, 119
Constitutional patriotism
, 175
Contemporary social exchange theory
, 154
Conventional HRM field
, 81
Corporate governance
, 133–134, 197
Corporate social responsibility (CSR)
, 146, 151–156, 177
attribution typology
, 146
attributions
, 146, 156, 158
moderating effect of
, 159–160
organizational identity and orientation
, 148–156
relational CSR attribution
, 157
strategic CSR attribution
, 156–157
virtuous CSR attribution
, 158–159
COVID-19 pandemic
, 191
Cross-fertilization
, 49
Culture
, 122–123, 172
Customers
alignment with
, 190–191
cultures
, 123
Declarative metacognitive knowledge
, 53
Deep historical roots
, 179–181
Defined benefit (DB)
, 99
Defined contribution (DC)
, 82
Deontic justice motives
, 154–155
Distinct identity orientations
, 149
Distributive justice
, 155
Domain independent metacognitive control strategies
, 59
Domain-specific metacognitive knowledge and skills alongside general ones
, 67–68
Dynamic mental model
, 51
Metacognitive Control
, 58–60
of object-level cognition
, 57
Dynamic model
, 58
Economic Policy Institute
, 22
Economic scarcity consequences
, 11
cognitive effects
, 11–12
emotional effects
, 12–13
health effects
, 13
Economic theory
, 156
Educational psychologists
, 61
Elicits sentiments
, 170
Emotional effects
, 12–13
Emotional stability
, 121
Employees
, 117
alignment with
, 191–192
dispersion
, 186–187
groups
, 7
outcomes
, 85, 146–147, 159
productivity
, 170
Employment relationship literature
, 14
Enterprise resource planning (ERP)
, 87
Entrepreneurship research
, 185
Environmental, social, and governance values (ESG)
, 189
Episodic memory
, 55
Ethical organizational identity
, 150
Ethical theories
, 157
Ethics
, 157
Etymology
, 201
Eudemonia
, 158
Evaluation
, 59
Excessive patriotism
, 173
Executive function, metacognition and
, 49–50
Expatriate research
, 201
Expectation states theory
, 127–128
Exploratory structural equation modeling (ESEM)
, 240
Extraversion
, 120
Extraverted leaders
, 120
Extreme contexts
, 204
Fair Trade certification
, 161
Fairtrade International
, 161
Feedback analysis
, 57
Female CEO leadership
implications and directions for future research
, 133–137
leader personality and performance
, 117–121
literature review
, 117
moderating effect of CEO gender
, 126–132
organizational culture as pathway for leader’s personality to impact performance
, 122–125
Fermentation process
, 216
Financial buffer
, 11
Financial Health Network
, 29
Financial performance
, 86, 133–137, 182, 190
Financial resources
, 10, 12
Firm capability, relationship of HRM flexibility with other
, 86
Firm performance, value of HRM options and
, 86
Firm strategy
, 187–188
Firms’ decision making
, 79
First responders, HR practices targeted toward military members and
, 182–183
Five-Factor Model (see Big 5 personality traits)
Fortune 500 companies
, 129
Framework
, 14, 51, 87, 190
Functional framework for meta cognition
, 51–57
Future research directions
, 65–68, 135, 198–203
Gender
, 127
Gendered stereotypes
, 128
General independent metacognitive control strategies
, 59
Generational demographics
, 200
Gig economy
, 20
Google Scholar
, 79
Health effects
, 13
Health outcomes
, 2, 10, 12, 18, 21, 25
High-investment HRM systems (HIHRS)
, 95
High-performance work systems (HPWS)
, 15
Higher pay level
, 18
Household income
, 3
Human resource (HR)
, 171
practices targeted toward military members and first responders
, 182–183
Human resource and organizational behavior (HROB)
, 216
measurements
, 216
scholars used ULMF approach
, 223–225
Human resource management (HRM)
, 3
absence of theoretical mechanism of HRM options choice
, 89
antecedents and consequences of HRM option utilization
, 85
compensation practices
, 14–31
consequences of HRM flexibility and boundary conditions
, 83–84
cost and negative effects of HRM flexibility
, 85–86
difference in relevant information
, 93–95
empirical investigations
, 85
flexibility
, 105
future research
, 32–34
implications for HRM research with real options perspective
, 103–105
implications for practice
, 105–107
implications for research on HRM practice adoptions
, 102–103
literature
, 77–78
literature search and inclusion criteria
, 80–81
low-wage work literature review
, 6
low-wage work pay strategies, strategic considerations, and effects
, 4–5
moderation effects of contexts
, 86
options
, 98, 102
overview of example valuation of HRM options
, 91
path dependence
, 99–100
portfolio of options
, 96–97
practice adoptions
, 79, 99
practitioners
, 106
presence of competitors
, 97–99
propositions for future research
, 88
real options approach for uncertainty management
, 82–83
real options theory into HRM Research
, 81–82
relationship of HRM flexibility with other business functions and firm capability
, 86
research background of real options perspective in HRM
, 79–80
research contributions
, 31–32
research with real options approach
, 81
researchers
, 82
risks
, 80
switching options
, 100–102
theories of uncertainty management by HRM flexibility
, 83
theories of uncertainty management by proactive resource commitment
, 84
uncertainty as antecedents of HRM flexibility
, 83
valuation models of HRM options
, 86–88
valuation of HRM options as choice mechanism
, 89–93
valuation of unquantifiable information
, 95–96
value of HRM options and firm performance
, 86
Humanistic management theory
, 162
Identity
claims
, 149
complexity and reasoning
, 150–152
Image
, 188
Implicit leadership theory (ILM)
, 24, 129–130, 134
Impression management
, 225
Imprinting process
, 186
In-depth analysis
, 195
Inclusion criteria
, 80–81
Inclusive localism
, 175
Individual-focused OCBs
, 192
Individual-level motivations
, 156
Individual-level virtues
, 158
Individualistic identity orientation
, 149
Inequality
, 2–3, 15
research on
, 6
Information technology (IT)
, 186
Institutional pressures
, 92
Instrumental justice
, 155
motives
, 153
Internal attribution
, 146
Internal labor markets (ILMs)
, 23
Intervention overselling
, 223
Investors, alignment with
, 189–190
Job evaluation
, 23
Justice
deontic justice motives
, 154
dimensions
, 155–156
instrumental justice motives
, 153
motives
, 153
relational justice motives
, 153–154
Language-processing models
, 203
Latent variable models
, 235
Leader gender
, 117, 133–134
Leader personality
, 117–118, 133
organizational culture as pathway for
, 122–125
and performance
, 117–121
traits
, 134
Leadership
, 119
(see also Female CEO leadership)
dynamics
, 134–135
Learning
in adult training settings
, 62–63
in cross-cultural settings
, 63
Literature search
, 80–81
Long-term memory
, 55
Love of country
, 174, 176, 183, 204
Low-wage compensation systems
, 32
Low-wage jobs
, 7–8
Low-wage work
, 6
benefits considerations
, 29
benefits design
, 29
benefits effects
, 30–31
characteristics
, 7–9
consequences of economic scarcity
, 11–13
literature review
, 6
lives of workers
, 9–11
Low-wage work pay
administration considerations
, 27
administration design
, 26
administration effects
, 27–28
determinants/basis considerations
, 20–21
determinants/basis design
, 19–20
determinants/basis effects
, 21–22
level considerations
, 17–18
level design
, 16–17
level effects
, 18–19
structure considerations
, 23–24
structure design
, 22–23
structure effects
, 24–25
Major League Baseball (MLB)
, 172
“Market-based” pay
, 24
Material resources
, 10
Material self-concept
, 152
Measurement errors
, 216
Measurement method
, 216
Mechanisms of adoption
, 199
Mediating mechanism
, 122
Mental health problems
, 13
Mental processes
, 48
Metacognition
, 46, 62
and as individual difference
, 61
and cognition
, 48–49
componential and functional framework for meta cognition
, 51
components and functions of
, 52
definition and distinction from related constructs
, 47
dynamic mental model of object-level cognition
, 57–60
examining metacognitive processes
, 65–66
and executive function
, 49–50
exploring domain-specific metacognitive knowledge and skills alongside general ones
, 67–68
future research directions
, 65
learning in adult training settings
, 62–63
learning in cross-cultural settings
, 63
learning to explain effects of metacognitive knowledge and skills
, 66–67
metacognitive experiences
, 54–56
metacognitive knowledge
, 51–54
metacognitive monitoring
, 56–57
as process
, 60–61
research
, 66
and self-regulation
, 49
themes
, 61–62
Metacognitive control
, 49, 51, 58–60
Metacognitive cultural intelligence
, 47, 63
Metacognitive experiences
, 54–56
Metacognitive knowledge
, 51–54
Metacognitive monitoring
, 56–57
Metacognitive phenomena
, 51
Metacognitive process
, 53, 66
Metacognitive skills
, 63–64
Methods of investment
, 79, 87, 93
Micro and small enterprises (MSEs)
, 171
Mid-range theory
, 185
Military members and first responders, HR practices targeted toward
, 182–183
Military service members
, 183
Moderating effects
, 133–135
Modern organizations
, 148
Modern slavery
, 17
Monte Carlo
approach
, 233
simulation
, 226, 231
Multidimensional CMV, preliminary evidence supporting
, 237–238
Multidimensional method variance
, 232
Multinational corporations (MNCs)
, 83
Multiple social identities
, 150
Multitrait multimethod (MTMM)
, 218, 234
National Association for Stock Car Auto Racing (NASCAR)
, 190
National Basketball Association (NBA)
, 172
National Football League (NFL)
, 17, 172
National Labor Relations Act
, 27
National symbols
, 183–184
Natural disasters
, 204
Neurotic CEOs
, 124–125
Neuroticism
, 121
Non-transitory workers
, 6
Object-level cognition, dynamic mental model of
, 57–60
OCB
, 192
On-the-job training (OJT)
, 86–87
Openness
, 118
Option pricing models
, 90
Option valuation models
, 93
Organization
, 150
Organization-focused OCBs
, 192
Organizational behavior and human resources management (OBHRM)
, 46
research
, 64
scholars
, 62–63
Organizational compensation issues
, 3
Organizational culture
, 117, 133–134
as pathway for leader’s personality to impact performance
, 122–125
Organizational hybrids
, 193
Organizational identification (OID)
, 146
Organizational identity
, 147
Organizational identity orientation
, 148–149, 161
and CSR
, 149–150
CSR and organizational justice
, 152
identity complexity and reasoning
, 150–152
justice dimensions
, 155–156
justice motives
, 153–154
literature
, 172
organizational identity orientation and CSR
, 149–150
SA and SC perspectives
, 148–149
Organizational image
, 188, 190
Organizational justice
, 152–156, 159
Organizational leaders
, 115
Organizational leadership
, 128
Organizational members
, 151
Organizational patriotism
, 172, 184
Organizational performance
, 118, 120, 125, 133
Organizational practices
, 181
Organizational relevant outcomes
, 31
Organizational research
, 202
Organizational value distribution
, 14
Organizations
, 19–20, 26, 149, 199
Orientation
, 178
Overall compensation logic
, 14–15
Paid time off (PTO)
, 183
Paired associate learning tasks
, 66
Parsimony
, 195
Partial least squares (PLS)
, 224
Path dependence
, 99–100
Patriotic events, adulation of patriots and celebration of
, 183
Patriotic organization
, 178–179, 181, 187, 193–195
additional antecedents
, 201
additional routes
, 202–203
adulation of patriots and celebration of patriotic events
, 183
affective reactions
, 202
alignment with customers
, 190–191
alignment with employees
, 191–192
alignment with investors
, 189–190
community-building in academic research
, 177
Company Founder
, 185–186
contextual factors
, 200
contributions
, 196–197
dark side of patriotism
, 199–200
deep historical roots
, 179–181
employee dispersion
, 186–187
extreme contexts
, 204
firm strategy
, 187–188
future research directions
, 198
HR practices targeted toward military members and first responders
, 182–183
importance of alignment
, 197–198
international stage
, 201–202
methodological implications
, 203–204
national symbol adoption
, 183–184
origins of patriotic organizational practices
, 184
outcomes of patriotic organization image
, 189
patriotic organizational image
, 188
patriotic organizational practices
, 181–182
patriotic-oriented CSR
, 184
patriotism and community
, 175–177
patriotism defined
, 173–175
theorizing on patriotism
, 195–196
thought experiment on patriotic organization
, 192–193
Patriotic organizational image
, 189, 191
Patriotic organizational practices
, 185
Patriotic orientation
, 173, 178
Patriotic symbols
, 183
Patriotic themes
, 180
Patriotic-oriented CSR
, 184
Patriotism
, 170–171, 173–177, 179–180, 186, 191, 196–198, 202, 204
dark side of
, 199–200
Patriots and celebration of patriotic events, adulation of
, 183
Pay administration
, 25–28
strategies
, 16
Pay determinants/basis
, 19–22
Pay dispersion
, 23
Pay frequency
, 27
Pay information disclosure
, 27–28
Pay level
, 16–19
Pay secrecy
, 28
Pay strategies
, 15
Pay structure
, 22–25
Pay volatility
, 26–28
Paychecks
, 26
frequency
, 25, 27
Pay–for–performance for low-wage work
, 22
Performance
, 123
performance-based cultures
, 123
performance-based outcomes
, 134
Personalities
, 117–118
Personality dimensions
, 133–134
Phenomena-based theorization approach
, 184
Physical health problems
, 13
Planning
, 59
Political skill
, 225
Population analytic simulation context
, 226
Population model
, 228
Portfolio of options approach
, 78, 96–97, 103
Poverty
, 10
poverty-based definition
, 17
Practicality
, 137
Preliminary evidence supporting multidimensional CMV
, 237–238
Proactive resource commitment, theories of uncertainty management by
, 84
Procedural justice
, 155
Procedural memory
, 55
Procedural metacognitive knowledge
, 53
Process approach
, 47
Propositions for future research
, 88–102
Prosocial rule breaking
, 193
Prototypes
, 128
R code
for reproducing differences between identifying indicator approach and ESEM
, 248–250
for reproducing population simulation
, 245–247
Real options approach
, 87
HRM research with
, 81–88
for uncertainty management
, 82–83
Real options theory
, 76, 78, 99, 80, 106
into HRM research
, 81–82
Recommendations for practice
, 105–106
Regulation
, 59
Relational CSR attribution
, 157, 159
Relational justice motives
, 153–154, 157
Relational organizations
, 149
Relational process
, 147
Rent allocation
, 3
in organizations
, 3, 31
Reparameterization of CFA model
, 239
Research
, 2, 6, 25
Resource-based view (RBV)
, 76
Retirement programs
, 30
Rights-based ethical approach
, 157
Risk shifting
, 14
Scale of investment
, 82
Scheduling practices
, 25
Schemas
, 151
Scholars
, 203
Self-concept
, 150–151
Self-schemas
, 151
Self–regulation
, 49
Semantic memory
, 55
Sentiment models
, 170, 203
Single factor ULMV
, 238
Single latent method factor
, 217
Social actor (SA)
, 146
perspectives
, 148–149
Social construction (SC)
, 148
organizational identity
, 148
perspectives
, 148–149
Social identity
perspective
, 152
processes
, 146
theory
, 154
Social-role theory
, 127
Society
, 176
Society for Industrial-Organizational Psychology (SIOP)
, 223
Specific pay categories
, 15–16
Stakeholder engagement
, 146
Stakeholder responses
, 154
Standard organizational practices
, 184
Strategic CSR attribution
, 156–157, 159
Strategic HRM
researchers
, 79
scholars
, 76
Strategic human resources
, 14
Strategy literature
, 97
Strategy-oriented view
, 2
Stress
, 13
Substantive latent variable, unidimensionality
, 235–236
Switching options
, 100–102
Theoretical mechanism of HRM options choice, absence of
, 89
Theoretical perspectives
, 46, 51, 76
Theory of Special Relativity
, 193
Thought experiment on patriotic organization
, 192–193
Timing of investment
, 87
Traditional simulation approach
, 226
Traditional ULMF analytical strategy
, 230
Training
literature
, 47
scholars
, 62
simulation
, 63
Tunneling
, 12, 19, 28
Uncertainties
as antecedents of HRM flexibility
, 83
in HRM
, 82
Uncertainty management
real options approach for
, 82–83
theories by HRM flexibility
, 83
theories by proactive resource commitment
, 84
Uncommon method variance (UMV)
, 232
Unidimensionality for each substantive latent variable, confirm
, 235–236
Unionization
, 18
Uniqueness
, 14
United Parcel Service
, 183
Unmeasured latent method construct (ULMC)
, 217, 226
Unmeasured latent method factors (ULMFs)
, 217
background on ULMF approach
, 218
Castille and Williams
, 228–232
CFA models
, 238–241
complete all steps, report all results, and check power of model comparisons
, 236–237
confirm unidimensionality for each substantive latent variable
, 235–236
Ding et al.
, 233–234
effectiveness of
, 225
future directions for research featuring ULMFs
, 234
HROB scholars used ULMF approach
, 223–225
illustration of three-step approach
, 220–221
preliminary evidence supporting multidimensional CMV
, 237–238
Richardson et al.
, 227
simulations of ULMF
, 225–226, 232
small biases matter in practice
, 221–223
Spector et al.
, 232–233
use
, 219–220
Upper echelons theory
, 122, 134, 185
Utility equation
, 222
Valuation
of HRM options
, 78
prior HRM research with real options approach
, 88
mechanism
, 95, 105
models of HRM options
, 86–88
process
, 92
Value
, 14
creation
, 22
Variable work schedules (VWS)
, 9, 85, 104
Virtue
, 158
Virtuous behavior
, 158
Virtuous CSR attribution
, 158–159
Virtuousness
, 158
Web of Science
, 79
Web scraping
, 203
Women leaders
, 117, 127–130
Workers
, 11, 13
literatures
, 3, 31
lives of
, 9–11
well-being
, 21
World Fair Trade Organization
, 161
- Prelims
- Chapter 1: The Role of Human Resource Management in Surviving or Thriving: A Review of Compensation Systems and Low-Wage Work
- Chapter 2: A Componential and Functional Framework for Metacognition: Implications for Research in Personnel and Human Resources Management
- Chapter 3: The Forgotten Options: Progress of Real Options Perspective in HRM Research and Agenda for Future Research
- Chapter 4: Female CEO Leadership at the Fortune 500 Level: Personality, Culture, and Profit
- Chapter 5: Who are We to Them and Why? Corporate Social Responsibility Attributions Framed by Stakeholder Relationships and Organizational Justice
- Chapter 6: “I Pledge Allegiance!” A Theoretical Model of the Patriotic Organization
- Chapter 7: Shedding Light on Invisible Influences: Reviewing HROB Scholars' Use of Unmeasured Latent Method Factors
- Index