Research in Personnel and Human Resources Management. Volume 26

List of Contributors......Page 1
Overview......Page 3
Context Matters: A Multilevel Framework for Work Team Diversity Research......Page 6
Introduction......Page 7
What is the Context of Diversity?......Page 10
Industry/Occupation......Page 12
Geographic Location......Page 13
National Culture/Country......Page 14
Time......Page 16
Organizational Demography......Page 18
Organizational Strategy......Page 19
Organizational History......Page 20
Organizational Culture......Page 21
Team Task......Page 22
Team Tenure......Page 23
Team Dispersion......Page 24
Team Leadership......Page 25
Team Climate......Page 26
Overview and Findings of Literature Search......Page 27
Key Trends in Research......Page 28
Contextual Variables Considered in Past Research......Page 31
Contextual Explanations for the Non-Significant Effects of Diversity......Page 39
Contextual Explanations for the Negative Outcomes of Diversity......Page 42
Contextual Explanations for the Positive Outcomes of Diversity......Page 43
Contextual Explanations for the Curvilinear Effects of Diversity......Page 44
Next Steps: Considerations for Future Research......Page 45
Conclusion......Page 47
References......Page 48
The Past, Present, and Future of Dynamic Performance Research......Page 54
Introduction......Page 55
Defining Job Performance......Page 56
Past Definitions......Page 57
Proposed Definition of Dynamic Performance......Page 58
The Past: Three Streams of Dynamic Performance Research......Page 59
Evidence of Dynamic Performance......Page 60
Changing Predictability of Job Performance......Page 61
Predicting Performance Trends......Page 64
Changing Subjects and Changing Tasks Models......Page 65
The Changing Subjects Model......Page 66
The Changing Tasks Model......Page 67
Static Models of Job Performance and their Implications for Time......Page 68
Employment Stage Models......Page 72
Learning Curve Theory......Page 76
The Present: Analytical Techniques and Methodological Issues......Page 80
Cross-Sectional Designs......Page 81
Longitudinal Designs......Page 84
Analytical Tools......Page 85
The General Linear Mixed Model......Page 87
Hierarchical Linear Modeling......Page 88
Latent Growth Curve Modeling......Page 89
Power Issues for HLM and LCGM......Page 91
Choosing between HLM and LGCM......Page 92
The Measurement of Job Performance......Page 93
Missing Data......Page 95
Further Specifying Longitudinal Models......Page 98
Further Refining Analytical Methods......Page 99
Addressing Methodological Problems......Page 100
Refining Stage Models of Job Performance......Page 101
Determining the Effects of Human Resource Interventions on Job Performance Over Time......Page 102
Introducing the Need to Predict Employee Performance Vectors......Page 104
Conclusion......Page 106
References......Page 107
Cognitive, Affective, and Cultural Influences on Stigmatization: Impact on Human Resource Management Processes and Practices......Page 116
Introduction......Page 117
Focus of Previous Organizational Research on Stigmas......Page 118
A Model of Stigmatization in Organizations......Page 119
Human Resource Management Processes and Practices......Page 120
National Culture......Page 121
Cultural Homogeneity Issues......Page 122
Effects of National Culture on Organizational Culture......Page 123
Effects of Social System on the Culture of Dominant Groups2......Page 124
The Ideologies and Cultures of U.S. Organizations......Page 125
Individualism and Self-Reliance......Page 126
Fitness......Page 127
Stigmas......Page 128
Limiting Ingroup Membership......Page 129
Avoidance of Poor Social Exchange Partners......Page 130
Avoidance of Threats to the Worldviews of Ingroup Members......Page 131
Cultural Factors Affecting Stigmatization in Organizations......Page 132
Effects of Organizational Culture on Virtual Social Identity......Page 133
Stereotype-Based Inferences......Page 134
Other Effects of Categorization......Page 135
Emotions......Page 136
The Bases for Emotional Reactions to Stigmas......Page 137
Convergence of Perspectives......Page 140
Disruptiveness......Page 141
Origin or Controllability......Page 142
Seriousness......Page 143
Moderating Effect of System Culture on Relation between Actual Social Identity and Cognitive Responses......Page 144
Representative Research on Cognitive Reactions......Page 145
Changes in Stereotypes over Time......Page 148
Bases for Hypothesizing Differential Emotional Responses......Page 149
Representative Research on Differential Emotional Reactions......Page 150
Treatment of the Target......Page 152
Interactional Justice......Page 153
Examples of Cultural Differences in Fair Treatment......Page 154
Changing Organizational Cultures......Page 155
Recategorization of Outgroup Members......Page 156
Some Research-Related Implications......Page 157
References......Page 158
Toward a Theory of Reputation in Organizations......Page 167
Definition of Reputation......Page 168
Construct Domain Differentiation......Page 169
Research on Personal Reputation in Organizations......Page 170
Theoretical Foundations of Reputation in Organizations......Page 172
Self-Regulation Theory......Page 173
Social Information Processing Theory......Page 174
Social Contagion Theory......Page 175
Communication Theory......Page 176
Model of Reputation in Organizations......Page 177
Selection of Referents......Page 178
Human Capital......Page 180
Expertise......Page 181
Personality and Social Effectiveness......Page 182
Self-Regulation of Behavior......Page 184
Social Capital......Page 186
Deviation from Behavioral Norms......Page 187
Attributions for the Causes of Behavior......Page 188
Reputation......Page 189
Power......Page 191
Job Performance......Page 193
Subjective Well-Being......Page 194
Moderators of the Reputation-Outcomes Relationships......Page 195
Discussion and Directions for Future Research......Page 196
Acknowledgments......Page 200
References......Page 201
The Case for Developing New Research on Humor and Culture in Organizations: Toward a Higher Grade of Manure......Page 209
Introduction......Page 210
Working Definition of Humor and Terminology......Page 212
Motivational Mechanisms......Page 214
Positive Motivations and Humor Use......Page 216
Negative Motivations and Humor Use......Page 218
Incongruity Theory......Page 220
Wyer and Collins’ (1992) Theory of Humor Elicitation......Page 222
Neurological Basis for Humor......Page 225
Emotional Mechanisms......Page 226
Humor and Performance Relevant Outcomes......Page 229
Humor, Affect, and Performance......Page 230
Humor and Leadership......Page 231
Humor and Group Cohesiveness......Page 232
Humor and Creativity......Page 235
Humor and Culture......Page 237
Power Distance......Page 239
Organizational Culture......Page 240
Face and Humor......Page 241
Humor, Cohesiveness, and Individualism-Collectivism......Page 242
Humor and Hierarchy......Page 243
Culture and Cognitive Mechanisms......Page 246
Humor, Creativity, and Power Distance......Page 250
Culture and Emotional Mechanisms......Page 252
Discussion......Page 253
Humor and Training......Page 254
Humor and Selection/Recruiting......Page 257
Methodological Issues......Page 259
Theoretical Issues......Page 260
Summary and Conclusions......Page 261
References......Page 263
The Happy/Productive Worker Thesis Revisited......Page 272
Introduction......Page 273
Happiness Defined......Page 275
Happiness and Job Performance......Page 276
Happiness and Employee Retention......Page 278
Physiological Basis for Happiness......Page 279
Happiness as Job Satisfaction......Page 280
Job Satisfaction and Job Performance......Page 282
Job Satisfaction and Employee Retention......Page 284
Happiness as Psychological Well-Being......Page 285
Fredrickson’s (2001, 2003) Broaden-and-Build Theory......Page 291
Composition......Page 296
Training......Page 297
Situational Engineering......Page 298
Note......Page 299
References......Page 300
Third Party Interventions Across Cultures: No ‘‘One Best Choice’’......Page 311
Introduction......Page 312
Mediation......Page 313
Arbitration......Page 316
Final Offer Arbitration......Page 317
Night Baseball Arbitration......Page 319
Fact Finding......Page 320
Mediation-Arbitration......Page 321
Arbitration-Mediation......Page 322
Does the Third Party Exercise Process Control?......Page 323
Does the Third Party Offer Suggestions, such as Possible Settlements?......Page 328
Transaction Costs of the Procedure......Page 329
Certainty of Settlement......Page 330
Probability of an Integrative Settlement......Page 332
Discretion over Settlement Character......Page 333
Third Party Rejection of Voluntary Settlements......Page 334
Speed or Timing of the Determined Settlements......Page 335
Subjective Measures of Success......Page 336
Clarification of the Issues......Page 337
The Chilling Effect......Page 338
The Narcotic Effect......Page 339
Relationship Enhancement......Page 340
Commitment to Implement the Settlement......Page 341
Summary and Conclusion......Page 343
Notes......Page 344
References......Page 345
About the Authors......Page 352