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

Hardbound. 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. Volume 22 of Research in Personnel and Human Resources Management (RPHRM) contains nine papers on critical issues in the field of human resources management, thus continuing the tradition of the series to develop a more informed understanding of the field. 01......Page 1 02......Page 3 THE IMPACT OF TEAM FLUIDITY AND ITS IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT RESEARCH AND PRACTICE......Page 7 INTRODUCTION......Page 8 THEORETICAL BACKGROUND......Page 9 APPROACHES TO THE STUDY OF TURNOVER IN TEAMS......Page 11 A DYNAMIC APPROACH: TEAM FLUIDITY......Page 13 Collective Efficacy......Page 15 Team Flexibility......Page 16 Cohesiveness......Page 17 Team Creativity......Page 18 Internal Communication......Page 19 Task Conflict......Page 20 Relationship Conflict......Page 22 Task Interdependence......Page 23 Team Size......Page 25 Other Potential Boundary Conditions......Page 26 Staffing......Page 27 Team Training......Page 29 Creation of Intellectual Capital......Page 30 Compensation......Page 31 METHODOLOGICAL ISSUES IN STUDYING TEAM FLUIDITY......Page 33 FUTURE RESEARCH......Page 36 REFERENCES......Page 38 INTRODUCTION......Page 44 The Concept of Mentoring......Page 45 Mentoring Outcomes......Page 50 Correlational relationship results......Page 52 Internal validity issues......Page 53 New areas of research......Page 55 Mentor Outcomes......Page 57 Organization Outcomes......Page 59 Mentoring and Diversity......Page 60 Mentoring and Gender......Page 61 Mentoring and Race......Page 63 Research Priorities: Mentoring and Diversity......Page 66 Characteristics associated with motivation to seek mentors......Page 67 Characteristics differentiating employees with and without mentors......Page 71 Protege characteristics and mentoring received......Page 72 Mentor characteristics sought by proteges......Page 75 Characteristics associated with motivation to mentor......Page 78 Mentor characteristics and mentoring provided......Page 79 Research Priorities: Other Correlates of Mentoring......Page 82 Dynamics of Mentoring Relationships......Page 84 Mentor-Protege Interactions......Page 85 Research Priorities: Dynamics of Mentoring Relationships......Page 87 Overview......Page 88 Formal Mentoring Versus No Mentoring......Page 90 Formal Mentoring Versus Informal Mentoring......Page 92 Program Characteristics......Page 94 FORMAL MENTORING: A CONCEPTUAL FRAMEWORK......Page 95 Distal Outcomes......Page 96 Proximal Protege Outcomes......Page 98 Mentoring Received......Page 100 Sponsorship, protection, and exposure......Page 102 Relationship Characteristics......Page 103 Mentor, Protege, and Dyad Characteristics......Page 105 Program Characteristics......Page 107 Organizational Context......Page 113 Dynamic Aspects of Conceptual Model......Page 114 Summary......Page 116 CONCLUSIONS......Page 117 REFERENCES......Page 118 THE IMPACT OF TELECOMMUTING DESIGN ON SOCIAL SYSTEMS, SELF-REGULATION, AND ROLE BOUNDARIES......Page 130 INTRODUCTION......Page 131 BOUNDARY CONDITIONS......Page 134 CONCEPTUALIZING TELECOMMUTING......Page 135 Telecommuting Design Dimensions......Page 136 Flexibility of Scheduling......Page 137 Performance Monitoring......Page 138 THE IMPACT OF TELECOMMUTING DESIGN......Page 139 Social Identity......Page 141 Social Support......Page 143 Perceived Organizational Support......Page 144 Self-Regulation Opportunities and Requirements......Page 145 Autonomy and Personal Control......Page 146 Self-Leadership Opportunities......Page 147 Performance Feedback......Page 150 Role Ambiguity......Page 152 Work and Family Role Conflict......Page 153 Demographics and Individual Differences......Page 155 Situational Moderators......Page 156 DISCUSSION......Page 157 Future Research......Page 158 Practical Implications......Page 159 REFERENCES......Page 161 INTRODUCTION......Page 169 The Componential Model of Creativity......Page 171 An Interactionist Approach to Organizational Creativity......Page 173 Related Conceptual Work on Creativity......Page 174 Definitional Issues......Page 175 The Consensual Assessment Technique......Page 176 Supervisor Ratings......Page 177 Objective Measures......Page 178 Laboratory Studies......Page 179 Field Studies......Page 181 Goals and Expectations for Creative Activity......Page 183 Expected evaluation......Page 186 Feedback valence and style......Page 188 Developmental feedback......Page 190 Expected developmental assessment strategies......Page 191 The presence of coactors......Page 193 Presence of creative role models......Page 194 Presence of competitive others......Page 196 Leadership and Supervisory Behaviors......Page 197 Other Characteristics of the Work Environment......Page 201 Creative Personality......Page 203 Big-Five Personality Factors......Page 205 Conclusion......Page 207 The Paradox of Rewards......Page 208 Measurement Issues......Page 209 Breaking New Theoretical Grounds......Page 210 Performance Appraisal......Page 212 Employee Relations......Page 213 Training......Page 214 REFERENCES......Page 215 THE RELATIONSHIP BETWEEN WORK-FAMILY HUMAN RESOURCE PRACTICES AND FIRM PROFITABILITY: A MULTI-THEORETICAL PERSPECTIVE......Page 222 INTRODUCTION......Page 223 LITERATURE REVIEW......Page 224 Role Theory Perspective......Page 225 Enrichment and Depletion......Page 227 Spillover, Compensation and Segmentation......Page 229 Human Resource Policies......Page 230 Flexible Scheduling......Page 231 Dependent Care......Page 232 Supportive Climate......Page 233 Social Exchange......Page 234 Sociological Framework......Page 235 Institutional Theory......Page 236 Integration of Resource Dependence Theory......Page 237 Managerial Interpretation......Page 238 Organizational Adaptation......Page 239 Organizational Learning......Page 240 Firm-Level Outcomes......Page 241 Summary......Page 242 Attraction......Page 245 Retention......Page 246 Productivity Gains......Page 247 FUTURE RESEARCH......Page 249 REFERENCES......Page 250 TOWARD UNDERSTANDING AND MANAGING STEREOTYPICAL BELIEFS ABOUT OLDER WORKERS' ABILITY AND DESIRE FOR LEARNING AND DEVELOPMENT......Page 256 INTRODUCTION......Page 257 A Need for Better Understanding of Stereotypical Beliefs in the Work Place......Page 258 Definition of "Older Worker"......Page 260 Ability to Develop......Page 261 Potential Consequences of the Beliefs: Behavior by Administrators, Peers and Observers......Page 263 Potential Consequences of Beliefs: Behavior by Older Workers Themselves......Page 266 Antecedents of Beliefs About Older Workers' Ability and Inclination to Learn/Develop......Page 269 Experience and Promulgation......Page 270 Perceived Internal Inhibitors......Page 272 Perceived External Inhibitors......Page 274 Individuating Information and Knowledge of Within-(Older) Group Variability......Page 276 Processes and Tactics that Should Provide Individuating Information and Knowledge of Within-(Older) Group Variability......Page 279 Experience and Promulgation......Page 280 Perceived External Inhibitors......Page 281 Additional Considerations for Future Research......Page 282 ACKNOWLEDGMENTS......Page 283 REFERENCES......Page 284 INTRODUCTION......Page 289 Models of Job Performance......Page 291 Task and Citizenship Performance......Page 293 Adaptability......Page 295 Organizational Commitment......Page 296 Occupational Commitment......Page 298 Multiple Perspectives of Work Commitment......Page 299 Changing Perspectives on Work Commitment......Page 300 Conclusions......Page 301 Definitional Issues......Page 302 Cognitive Ability......Page 303 Tacit or Practical Intelligence......Page 306 Conclusions......Page 307 Personality Taxonomies......Page 308 Predictive and Incremental Validity of the Big Five......Page 310 Predictive Validity Beyond the Big Five......Page 311 Integrity......Page 312 Adaptability......Page 313 Core Self-Evaluation......Page 314 Stability of Personality Over Time......Page 315 Response Distortion......Page 316 Conclusions......Page 317 Relations Between Personality and Vocational Interests......Page 318 Relationships Between Vocational Interests and Job Performance/Job Satisfaction......Page 319 Conclusions......Page 321 Types of Biodata Items......Page 322 Developing and Validating Biodata Items......Page 323 Biodata and Personality......Page 325 Biodata, Interests, and Cognitive Abilities......Page 326 Conclusions......Page 327 Development Procedures and Test Characteristics......Page 328 Relationship With Other Predictors: General Cognitive Ability (or g)......Page 330 Relationship With Other Predictors: Personality......Page 331 What Do SJTs Measure?......Page 332 Criterion-Related Validity......Page 333 Adverse Impact......Page 334 Conclusions......Page 335 Direct and Indirect Measures of Fit......Page 336 Job Selection/Job Choice......Page 337 Research on Different Aspects of Fit......Page 338 Schneider's Attraction-Selection-Attrition Framework......Page 339 Toward an Expanded Model of Fit and a Broader Perspective of Selection......Page 340 Conclusions......Page 341 OVERALL CONCLUSIONS......Page 342 REFERENCES......Page 343 INTRODUCTION......Page 358 SELF-DETERMINATION THEORY......Page 360 Cognitive Evaluation Theory......Page 361 Organismic Integration Theory......Page 363 Causality Orientations Theory......Page 366 Basic Needs Theory......Page 367 Bringing the Four Mini-Theories Together: An Integrated Process Model......Page 369 Transformational Leadership......Page 371 Goal Commitment......Page 374 Learner's Internalized Goals......Page 376 Instructor Effects on Learners......Page 377 Manager Effects on Learners......Page 378 The Strategic Management of People......Page 379 DISCUSSION......Page 381 Existing Organizational Research and Theory Refinement......Page 382 Limitations, Boundary Conditions, and Opportunities......Page 384 CONCLUSION......Page 386 REFERENCES......Page 387 INTRODUCTION......Page 395 THE EMPHASIS ON SOCIAL EXCHANGE......Page 396 Little to No Change in Explained Variance Over Time......Page 399 Reliance on Social Exchange Theory......Page 402 Implications for Human Resource Management Research and Practice......Page 404 Self-Efficacy......Page 405 Egoistic Motivations: Impression Management and Coping with Stress......Page 406 OCB as a Form of Coping......Page 407 Citizenship as Self-Identity......Page 410 Mood, Affect, Emotions and OCB......Page 412 Group Influences in Individual's Citizenship......Page 413 REFERENCES......Page 415 12......Page 425 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. Volume 23 of Research in Personnel and Human Resources Management (RPHRM) contains eight papers on critical issues in the field of human resources management, thus continuing the tradition of the series to develop a more informed understanding of the field. Fairness in Idiosyncratic Work Arrangements: Justice as an I-Deal Sexual Orientation in the Workplace: The Unique Work and Career Experiences of Gay