Research in Personnel and Human Resources Management.
Buckley, M. Ronald.
Research in Personnel and Human Resources Management. - 1st ed. - 1 online resource (364 pages) - Research in Personnel and Human Resources Management Series ; v.33 . - Research in Personnel and Human Resources Management Series .
Front Cover -- Research in Personnel and Human Resources Management -- Copyright page -- Contents -- List of Contributors -- Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders -- Conceptual Definition of Employee Maintenance -- Toward an Employee Maintenance Model -- Behavioral Risk Factors -- Extreme Deviations from Task Performance Requirements -- Inconsistent Task Performance -- Proactive Involvement in Work Design -- Counterproductive Work Behavior (CWB) -- Self-Interested Behavior -- Needy and Dependent Behavior -- Proximal Outcomes of Leader Maintenance Perceptions -- Affect and Attitudes -- Affect -- Attitudes -- Self-Regulation Impairment -- Distal Outcomes of Leader Maintenance Perceptions -- Hostility -- Withdrawal -- Mentoring and Support -- Feedback Loops to the Behavioral Risk Factors -- Social Context Factors -- Characteristics of Managerial Leaders -- Relational Characteristics -- Team Characteristics -- Additional Opportunities for Theoretical Refinement and Elaboration -- Concluding Comments -- References -- On the Turning Away: An Exploration of the Employee Resignation Process -- Voluntary Turnover -- Prior Treatment of the Resignation Process -- A Model of the Resignation Process -- The Formulation Stage -- Confiding in Others -- Family -- Personal Friends -- Customers and Suppliers -- Co-workers -- Manager -- Mentor -- Nondisclosure -- Gathering Information -- Advice from Those Confided in -- Prior Resignation Experience -- Internet -- Company Policy -- Future Employer -- Industry Norms -- Other Relevant Formulation Stage Activities -- Financial Preparation -- Accrued Paid Time off -- Job Search -- Formal Resignation Letter Writing -- Workspace Preparation for Departure -- Giving up Perks -- Departing to a Different Job in the Same Organization. Role of Individual Differences during the Formulation Period -- The Announcement Stage -- Target of the Message -- Manager -- Human Resources Representative -- Other Organizational Leaders -- Subordinates -- Third-Party Announcement -- The Announcement Setting -- Communication Medium -- Timing -- Place -- The Announcement Meeting -- Formal Letter -- Reason for Resigning -- Emotions Expressed -- Reaction of Receiver of the Announcement -- Emotional Reactions -- Negotiation of Notice Period -- Counteroffer -- Decision Whether to Honor the Notice Period or Not -- Role of Individual Differences during the Announcement Stage -- The Notice Stage -- Changes in Performance -- Task Performance -- Contextual Performance -- Voicing Behavior -- Organizational Impact -- Exit Interviews -- Impact on Others -- Impact on Teams -- Impact on Subordinates -- Impact on Supervisor -- Farewell Messages -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Role of Individual Differences during the Notice Period -- Voice Behaviors -- Impact on Others -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Conclusion -- References -- Managing Workplace Ethics: An Extended Conceptualization of Ethical Sensemaking and the Facilitative Role of Human Resources -- A Brief Introduction to Business Ethics and Sensemaking -- An Extended Conceptualization of the Ethical Sensemaking Model -- First-Order Constraints -- Second-Order Constraints -- Framing -- Emotion Regulation -- Forecasting -- Self-Reflection -- Mental Model Formation and Decision Making -- Affect -- Personal Goals -- Expertise -- Experience -- Personality and Beliefs -- Stakeholders -- Social Press -- Professional Goals -- Personal Worldview -- Model Summary -- The Facilitative Role of Human Resource Management -- Preventative HR Interventions -- Organizational Culture and Leadership. Recruitment and Selection -- Employee Socialization and Training -- Performance Appraisal and Compensation -- Maintenance and Restorative HR Interventions -- Analysis of Ethical Events -- Reporting and Accountability Systems -- After-Action Reviews and Remediation -- Limitations -- Implications -- Future Research Directions -- Conclusion -- Acknowledgments -- References -- Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty -- Origins of Diversity Climate Research -- Current Wisdom on Diversity Climate -- Individual-Level Studies -- Theory and Findings -- Summary -- Limitations of Individual-Level Studies -- Aggregate-Level Studies -- Theory and Findings -- Summary -- Limitations of Aggregate-Level Studies -- Domains of Uncertainty -- Theoretical Development -- Construct Validity -- Levels of Analysis -- Antecedents of Diversity Climate -- Strategic Integration -- Conclusion -- References -- Safety at Work: Individual and Organizational Factors in Workplace Accidents and Mistreatment -- Safety Hazards and Safety Outcomes -- Incidence of Accidents/Injuries and Mistreatment -- A Basic Framework -- Distal Environment: Climate and Leadership -- Safety Climate -- Mistreatment Climates -- Violence Prevention Climate -- Civility Climate -- Bullying Climate -- Connections among Climate Types -- Safety and Violence Prevention Leadership -- Safety-Specific Leadership -- Leadership Quality and Style -- Individual Differences -- Five-Factor Model of Personality -- Conscientiousness -- Agreeableness -- Extraversion -- Openness to Experience -- Emotional Stability -- Self-Esteem -- Locus of Control -- Demographics -- Gender -- Age -- Conclusions -- Acknowledgment -- References -- How Do We Know When We Are Treated Fairly? Justice Rules and Fairness Judgments -- Justice Rules: An Overview with Three Meta-Theoretical Dualities. "Justice" versus "Fairness" -- Implications of This Duality for the Study of Justice Rules -- Implications of This Duality for the Study of Justice Rules -- "Indirect" Measures versus "Direct" Measures -- Implications of This Duality for the Study of Justice Rules -- Why This Duality Is Important? -- "Normative" Approaches versus "Descriptive" Approaches -- The Justice Ideals of Those We Research as a Normative Standard -- The Normative Standards of the Field of Organizational Justice -- External Philosophical Standards -- Specific Rules for Distributive, Procedural, and Interactional Justice -- Rules for Distributive Justice -- Equity -- Equality -- Need -- Issues in Applying Distributive Justice Rules -- Some Conclusions before Moving on -- Rules for Procedural Justice -- Consistency -- Bias-Suppression -- Accuracy -- Correctability -- Representativeness -- Ethicality -- Issues in Applying Procedural Justice Rules: Too Much of a Good Thing? -- Issues in Applying Procedural Justice Rules: Interactions among Rules -- Rules for Interactional Justice -- Overview of Interactional Justice Rules -- Issues in Applying Interactional Justice Rules: Interpersonal and Informational Justice -- Issues in Applying Interactional Justice Rules: An Alternative Model -- Missing Rules -- Leventhal's (1980) Rules for Distributive Justice -- Advance Notice -- Identifying Missing Justice Rules with Person-Centric Research -- Sheppard and Lewicki (1987) -- Hollensbe et al. (2008) -- Fortin, Cropanzano, Cugueró-Escofet, and Nadisic (2014) -- Conclusion -- From Justice Rules-to-Fairness Judgment: Compositional Models -- Model 1: Justice Rules Causing Corresponding Types of Fairness Judgments -- Justice and Injustice -- Marginal Returns: The Voice Function -- Conclusions -- Tests of Model 1 -- Alternative 1: Construct Validity of the Measures. Alternative 2: Partial Mediation -- Model 2: Justice Rules Causing Overall Fairness Assessments -- Overall Justice: An Overview -- From Justice Rules to Overall Fairness -- Differential Weighting of Justice Rules -- Weighting May also Vary among Individuals -- Model 3: Kim and Leung (2007) and a Third Possibility -- Closing Thoughts -- From Justice Rules-to-Fairness Judgment? Alternative Models and Complications -- Rule (In)stability and Change -- Motivated Reasoning and Fairness Judgments -- Motivated Reasoning and the Choice of Rules -- Motivated Reasoning and the Application of Justice Rules -- Fairness Heuristics -- Uncertainty Management -- Formalist versus Utilitarian Reasoning -- Conclusions -- References -- About the Authors.
This series publishes monograph length conceptual papers designed to promote theory and research on important substantive and methodological topics in the field of human resources management.
9781785600166
Multiculturalism.
Electronic books.
HF5549-5549.5
658.3
Research in Personnel and Human Resources Management. - 1st ed. - 1 online resource (364 pages) - Research in Personnel and Human Resources Management Series ; v.33 . - Research in Personnel and Human Resources Management Series .
Front Cover -- Research in Personnel and Human Resources Management -- Copyright page -- Contents -- List of Contributors -- Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders -- Conceptual Definition of Employee Maintenance -- Toward an Employee Maintenance Model -- Behavioral Risk Factors -- Extreme Deviations from Task Performance Requirements -- Inconsistent Task Performance -- Proactive Involvement in Work Design -- Counterproductive Work Behavior (CWB) -- Self-Interested Behavior -- Needy and Dependent Behavior -- Proximal Outcomes of Leader Maintenance Perceptions -- Affect and Attitudes -- Affect -- Attitudes -- Self-Regulation Impairment -- Distal Outcomes of Leader Maintenance Perceptions -- Hostility -- Withdrawal -- Mentoring and Support -- Feedback Loops to the Behavioral Risk Factors -- Social Context Factors -- Characteristics of Managerial Leaders -- Relational Characteristics -- Team Characteristics -- Additional Opportunities for Theoretical Refinement and Elaboration -- Concluding Comments -- References -- On the Turning Away: An Exploration of the Employee Resignation Process -- Voluntary Turnover -- Prior Treatment of the Resignation Process -- A Model of the Resignation Process -- The Formulation Stage -- Confiding in Others -- Family -- Personal Friends -- Customers and Suppliers -- Co-workers -- Manager -- Mentor -- Nondisclosure -- Gathering Information -- Advice from Those Confided in -- Prior Resignation Experience -- Internet -- Company Policy -- Future Employer -- Industry Norms -- Other Relevant Formulation Stage Activities -- Financial Preparation -- Accrued Paid Time off -- Job Search -- Formal Resignation Letter Writing -- Workspace Preparation for Departure -- Giving up Perks -- Departing to a Different Job in the Same Organization. Role of Individual Differences during the Formulation Period -- The Announcement Stage -- Target of the Message -- Manager -- Human Resources Representative -- Other Organizational Leaders -- Subordinates -- Third-Party Announcement -- The Announcement Setting -- Communication Medium -- Timing -- Place -- The Announcement Meeting -- Formal Letter -- Reason for Resigning -- Emotions Expressed -- Reaction of Receiver of the Announcement -- Emotional Reactions -- Negotiation of Notice Period -- Counteroffer -- Decision Whether to Honor the Notice Period or Not -- Role of Individual Differences during the Announcement Stage -- The Notice Stage -- Changes in Performance -- Task Performance -- Contextual Performance -- Voicing Behavior -- Organizational Impact -- Exit Interviews -- Impact on Others -- Impact on Teams -- Impact on Subordinates -- Impact on Supervisor -- Farewell Messages -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Role of Individual Differences during the Notice Period -- Voice Behaviors -- Impact on Others -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Conclusion -- References -- Managing Workplace Ethics: An Extended Conceptualization of Ethical Sensemaking and the Facilitative Role of Human Resources -- A Brief Introduction to Business Ethics and Sensemaking -- An Extended Conceptualization of the Ethical Sensemaking Model -- First-Order Constraints -- Second-Order Constraints -- Framing -- Emotion Regulation -- Forecasting -- Self-Reflection -- Mental Model Formation and Decision Making -- Affect -- Personal Goals -- Expertise -- Experience -- Personality and Beliefs -- Stakeholders -- Social Press -- Professional Goals -- Personal Worldview -- Model Summary -- The Facilitative Role of Human Resource Management -- Preventative HR Interventions -- Organizational Culture and Leadership. Recruitment and Selection -- Employee Socialization and Training -- Performance Appraisal and Compensation -- Maintenance and Restorative HR Interventions -- Analysis of Ethical Events -- Reporting and Accountability Systems -- After-Action Reviews and Remediation -- Limitations -- Implications -- Future Research Directions -- Conclusion -- Acknowledgments -- References -- Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty -- Origins of Diversity Climate Research -- Current Wisdom on Diversity Climate -- Individual-Level Studies -- Theory and Findings -- Summary -- Limitations of Individual-Level Studies -- Aggregate-Level Studies -- Theory and Findings -- Summary -- Limitations of Aggregate-Level Studies -- Domains of Uncertainty -- Theoretical Development -- Construct Validity -- Levels of Analysis -- Antecedents of Diversity Climate -- Strategic Integration -- Conclusion -- References -- Safety at Work: Individual and Organizational Factors in Workplace Accidents and Mistreatment -- Safety Hazards and Safety Outcomes -- Incidence of Accidents/Injuries and Mistreatment -- A Basic Framework -- Distal Environment: Climate and Leadership -- Safety Climate -- Mistreatment Climates -- Violence Prevention Climate -- Civility Climate -- Bullying Climate -- Connections among Climate Types -- Safety and Violence Prevention Leadership -- Safety-Specific Leadership -- Leadership Quality and Style -- Individual Differences -- Five-Factor Model of Personality -- Conscientiousness -- Agreeableness -- Extraversion -- Openness to Experience -- Emotional Stability -- Self-Esteem -- Locus of Control -- Demographics -- Gender -- Age -- Conclusions -- Acknowledgment -- References -- How Do We Know When We Are Treated Fairly? Justice Rules and Fairness Judgments -- Justice Rules: An Overview with Three Meta-Theoretical Dualities. "Justice" versus "Fairness" -- Implications of This Duality for the Study of Justice Rules -- Implications of This Duality for the Study of Justice Rules -- "Indirect" Measures versus "Direct" Measures -- Implications of This Duality for the Study of Justice Rules -- Why This Duality Is Important? -- "Normative" Approaches versus "Descriptive" Approaches -- The Justice Ideals of Those We Research as a Normative Standard -- The Normative Standards of the Field of Organizational Justice -- External Philosophical Standards -- Specific Rules for Distributive, Procedural, and Interactional Justice -- Rules for Distributive Justice -- Equity -- Equality -- Need -- Issues in Applying Distributive Justice Rules -- Some Conclusions before Moving on -- Rules for Procedural Justice -- Consistency -- Bias-Suppression -- Accuracy -- Correctability -- Representativeness -- Ethicality -- Issues in Applying Procedural Justice Rules: Too Much of a Good Thing? -- Issues in Applying Procedural Justice Rules: Interactions among Rules -- Rules for Interactional Justice -- Overview of Interactional Justice Rules -- Issues in Applying Interactional Justice Rules: Interpersonal and Informational Justice -- Issues in Applying Interactional Justice Rules: An Alternative Model -- Missing Rules -- Leventhal's (1980) Rules for Distributive Justice -- Advance Notice -- Identifying Missing Justice Rules with Person-Centric Research -- Sheppard and Lewicki (1987) -- Hollensbe et al. (2008) -- Fortin, Cropanzano, Cugueró-Escofet, and Nadisic (2014) -- Conclusion -- From Justice Rules-to-Fairness Judgment: Compositional Models -- Model 1: Justice Rules Causing Corresponding Types of Fairness Judgments -- Justice and Injustice -- Marginal Returns: The Voice Function -- Conclusions -- Tests of Model 1 -- Alternative 1: Construct Validity of the Measures. Alternative 2: Partial Mediation -- Model 2: Justice Rules Causing Overall Fairness Assessments -- Overall Justice: An Overview -- From Justice Rules to Overall Fairness -- Differential Weighting of Justice Rules -- Weighting May also Vary among Individuals -- Model 3: Kim and Leung (2007) and a Third Possibility -- Closing Thoughts -- From Justice Rules-to-Fairness Judgment? Alternative Models and Complications -- Rule (In)stability and Change -- Motivated Reasoning and Fairness Judgments -- Motivated Reasoning and the Choice of Rules -- Motivated Reasoning and the Application of Justice Rules -- Fairness Heuristics -- Uncertainty Management -- Formalist versus Utilitarian Reasoning -- Conclusions -- References -- About the Authors.
This series publishes monograph length conceptual papers designed to promote theory and research on important substantive and methodological topics in the field of human resources management.
9781785600166
Multiculturalism.
Electronic books.
HF5549-5549.5
658.3