Research in Personnel and Human Resources Management, Volume 23, First Edition (Research in Personnel and Human Resources Management)

Research in Personnel and Human Resources Management is designed to promote theory and research on important substantive and methodological topics in the field of human resources management. A volume is published each year including papers on issues of cutting edge importance by some of the very best scholars in the field. It is considered to be one of the most respectable publications in the field of human resources management and acts as a primary resource to both individuals and libraries. List of Contributors......Page 1 Overview......Page 3 Revolutionary or Evolutionary Change? A Tale of Two Labor Market Structures......Page 6 Introduction......Page 7 Revolutionary and Evolutionary Labor Change......Page 8 Determinants of Labor Market Change......Page 9 The Transformation of Closed Employment Relationships......Page 10 Broad Trends in Employee Tenure Patterns......Page 11 Job Security......Page 12 Employee Perceptions of Job Security......Page 13 Tenure Patterns across Employee Groups......Page 14 The Transformation of Organizational Job Structures......Page 17 Salary Grade Level Systems......Page 18 Corporate Restructuring and Firm Internal Job Structures......Page 19 Implications of Labor Market Structural Change for Human Resource Management......Page 21 The Role of HRM in Restructured Firms......Page 23 Conclusions and Directions for Future Research......Page 24 Future Research......Page 25 Acknowledgments......Page 26 References......Page 27 Toward Developing Human Resource Management Systems for Knowledge-Intensive Teamwork......Page 31 What is Knowledge-Intensive Teamwork?......Page 32 Teamwork......Page 33 Knowledge Acquisition......Page 34 Knowledge Sharing......Page 35 Knowledge Creation......Page 36 Knowledge-Intensive Teamwork......Page 37 Bang & Olufsen......Page 38 Roche Group......Page 39 KITwork adds Value......Page 40 KITwork is Inimitable......Page 41 A Model of HRM for Knowledge-Based Competition......Page 42 Knowledge Resources......Page 43 KITwork: A Knowledge Capability......Page 45 A Multi-Level Perspective......Page 47 Challenges in Designing HRM Systems for Knowledge-Driven Organizations......Page 49 Activity Analysis......Page 50 Toward Describing Social Systems......Page 52 Toward Understanding Tacit Knowledge, Skills, and Abilities......Page 53 Toward Improved Methods for Identifying Knowledge-Centered Activities......Page 54 The Dynamic Nature of Knowledge-Based Competition......Page 55 Managing the Competencies of Collectives......Page 57 Managing Tacit Competencies......Page 58 Balancing Short- and Long-Term Needs......Page 59 The Decision to Participate......Page 60 Rewards and Recognition......Page 61 Motivating Learning......Page 62 Managing the Culture......Page 64 Staffing......Page 65 Conclusion......Page 66 References......Page 68 An Identity-Based Model of Organizational Monitoring: Integrating Information Privacy and Organizational Justice......Page 75 Introduction to Organizational Monitoring: Conceptual and Practical Background......Page 76 Practical Significance of Organizational Monitoring......Page 79 Conceptual Significance and Approach......Page 80 Input: Monitoring as a Cue to Identity, Fairness, and Privacy......Page 83 Monitoring as an Attentional Cue: Directing Attention to the Self and Identity......Page 84 Monitoring as an Informational Cue: Monitoring Richness, Fairness, and Privacy......Page 86 Transparency......Page 87 Intensity and Pervasiveness......Page 90 Target Individuation......Page 92 Permanence......Page 93 Identity Standards and Discrepancy Monitoring......Page 95 Principle-level Processing and Identity Goals......Page 98 Program-level Processing and Perceived Actual Identity......Page 99 Attitudinal Outcomes of Identity Discrepancies......Page 105 Invasiveness Attitudes......Page 106 Unfairness Attitudes......Page 107 Effectors for Regulating the Self-Concept......Page 108 The Individual Self: Personal Identity Outcomes......Page 109 The Social Self: Social Identity Outcomes......Page 115 Cognitive Reframing......Page 116 Feedback Loop......Page 117 Theoretical Implications......Page 118 Implications for Integrating Justice and Privacy......Page 119 Implications for the Group Engagement Model of Organizational Justice......Page 120 Implications for the Multifoci Approach to Organizational Justice......Page 121 Implications for Monitoring Research and Theory......Page 122 Methodological Implications......Page 123 Practical Implications......Page 124 Limitations and Needed Research......Page 126 References......Page 128 Introduction......Page 140 Background Work on Relationship between Layoffs and Firm Outcomes......Page 142 Data Sources and Warnings......Page 144 The Interviews......Page 145 Warnings......Page 146 When do the Layoffs Happen over Time?......Page 147 Is There Any Manipulation of the Timing of Announcements? Time of Week, Time of Year......Page 148 Time of Year......Page 149 Time of Week......Page 151 Do Layoffs Actually Happen? Is There Over-announcement?......Page 155 Reasons for Layoffs......Page 156 What are the Stated Reasons for Layoffs?......Page 157 Are the Reasons in the WSJ Related to Actual Reasons?......Page 158 How is it Done? Are They Sent out the Door?......Page 161 Are People Surprised When They are Asked to Leave?......Page 163 Are There Safety and Security Concerns?......Page 164 What about Survivors?......Page 165 In Other Countries......Page 167 Labor Unions......Page 169 Types of Workers......Page 171 Conclusions and Suggestions for Future Research......Page 173 Acknowledgments......Page 178 References......Page 179 Broad Areas for Questions to 40 Managers in the Study......Page 181 Comparing Virtual Teams to Traditional Teams: An Identification of New Research Opportunities......Page 183 Introduction......Page 184 Defining Virtual Teams......Page 185 Methodology......Page 186 An Overview of the Current Virtual Team Literature......Page 189 Types of Teams and Team Members......Page 191 Stage of Team Development......Page 194 Nature of the Task......Page 195 IT Resources......Page 198 Training for Virtual Teaming......Page 201 Supervisory Behaviors......Page 202 Discussion and Conclusions......Page 204 Notes......Page 207 References......Page 208 Appendix: Summary of Empirical Virtual Team Studies......Page 217 A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research......Page 218 Introduction......Page 219 HR Systems: Conceptual Background and Logic......Page 221 Alternative HR Practices within HR Systems......Page 223 Alternative Objectives for HR Systems......Page 224 HR System Objectives......Page 225 High-Commitment HR Systems......Page 227 High Performance Work Systems......Page 228 HR System for Occupational Safety......Page 229 HR System for Customer Service......Page 230 Achieving Strategic Objectives: How Do HR Systems Work?......Page 231 HR Systems: Methodological Considerations......Page 238 Policies Versus Practices?......Page 240 Additive Versus Interactive Effects?......Page 242 Level of Analysis......Page 244 Which Referent Group(s)?......Page 246 Data from Whom?......Page 248 Discussion......Page 249 Conclusion......Page 252 References......Page 253 HR systems and HR activities......Page 259 (Continued•)......Page 261 Introduction......Page 273 The Case for a Different Brand of HR Leaders......Page 274 Meaning of Authentic Leadership......Page 276 Leaders’ and Followers’ Self-Awareness......Page 278 Leaders’ and Followers’ Values and Moral Perspective......Page 280 Leaders’ and Followers’ Moral Intensity and Capacity......Page 282 Some Preliminary Evidence......Page 283 Perceptions about HR Leaders......Page 284 Leaders’ and Followers’ Attributions......Page 285 The Psychological Contract between the HR Leader and Followers......Page 287 Leader’s and Followers’ Self-Efficacy......Page 289 Followers’ Means Self-Efficacy......Page 290 HR Leader’s and Followers’ Self-Regulation......Page 291 Collective Efficacy......Page 292 Collective/Social Identification......Page 293 The Direct and Moderating Role of Positive Organizational Context......Page 294 The Role of an Engaged Organizational Culture/Climate......Page 295 Conclusions and Implications for Future Research......Page 297 References......Page 298 Personnel Selection of Information Technology Workers: The people, the Jobs, and Issues for Human Resource Management......Page 305 Introduction......Page 306 History of the IT Industry and Labor Market......Page 308 Defining the IT Workforce......Page 312 Demographic Composition of IT Workers......Page 314 Race......Page 315 Disability......Page 316 Four Representative IT jobs......Page 317 The Speed of Technological Change......Page 322 IT Certification: The Historical Context......Page 323 What Makes IT Certification Unique?......Page 325 Breaking Through the Chaos: Certification Basics......Page 326 Important Considerations for Personnel Selection......Page 327 The Future of IT Certification......Page 330 Outsourcing in the IT Industry......Page 332 Is IT Outsourcing a Good Idea?......Page 333 The Implications of IT Outsourcing for HR Selection......Page 334 Establishing a Set of Foundational Knowledge and Skills......Page 336 The Question of Specialists Versus Generalists......Page 337 Increase in Number and Variety of Skills Demanded......Page 338 The Contradiction between Educators and Practitioners......Page 344 Developing a Set of Fundamental Skills......Page 345 Summary of Factors Influencing Selection of IT Professionals......Page 349 Developing a Selection Strategy......Page 352 Tapping Under-Utilized Populations......Page 353 Job Analysis......Page 354 Attributes to be Assessed......Page 357 Assessment Methods......Page 359 Validation of Measures......Page 360 Evidence based on Response Processes......Page 361 Evidence based on Consequences of Assessment......Page 362 Administration Issues......Page 363 HR/IT Collaboration......Page 364 Conclusions......Page 366 References......Page 367 About the Authors......Page 377