Index

What the paper says

Citation (2023), "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. 41), Emerald Publishing Limited, Bingley, pp. 245-254. https://doi.org/10.1108/S0742-730120230000041002 Publisher: Emerald Publishing Limited Copyright © 2023 M. Ronald Buckley, Anthony R. Wheeler, John E. Baur and Jonathon R. B. Halbesleben INDEX Academic publishing, 31 Academy of Management, 33 Academy of Management Journal, 33 Academy of Management Review, 165, 173 Acculturation, 120 Adjustment alignment between organizational practices and factors influencing SIE, 115 contextual factors impacting, 114–115 interpersonal factors influencing SIE, 113–114 managerial view of factors influencing relationships between, 111 personal factors inhibit SIE, 112–113 personal factors managers believe facilitate SIE, 111–112 personal factors with mixed impact on, 113 review of qualitative studies on SIE, 107–109 Administration, 12 Amazon Mechanical Turk (MTurk), 22–23 American Economic Review, 59 American Psychological Association (APA), 21 Analysts, 52 Analytical approaches, 209 Analytical path, 52 Antecedents, 97 Appraisal theorists, 143 Arnold Ventures, 60 Article organization, summary of, 203–205 Artificial intelligence, 5 Asia, evidence from, 171 AsPredicted (non-profit online platform), 60 Assigned expatriates (AEs), 94 Attraction–selection–attrition process, 64 Attribution, 180 Attribution theory, 165 Authentic leadership, 18 Automatic appraisal process, 134 Automation, 5 Availability, 218–219 Bayesian statistics, 46 Behavioral immune system Theory (BIS Theory), 130–131, 135, 140, 142–144, 146–147(see also Sociometer theory) BIS-based responses, 140 BIS-based secondary appraisal of PTB, 144–145 immuno-behavioral response, 142–142 immuno-cognitive response, 141 immuno-emotional response, 140–141 immuno-physiological response, 141–142 perspective on PTB, 135–136 Black box, 162, 168, 201 Black women, 206, 228 Boston Consulting Group, 61 Boundary control, 232 Bowen and Ostroff’s HRM System Strength, 165–166 Bring your own device to work (BYOD), 211 Bronze OA, 32 Bundles of HR practices, 162 Bureaucratized process-oriented work context, 219 Career Development International, 99 Career theories, 103 Causality, 44 Center for Open Science (OSF), 51, 60, 66 Charismatic leadership, 44 Chilling effects, 215–216 Chrysalis effect, 40 Co-variation model of attribution theory, 166 principle, 165, 172 Cobbling, 53 Code, lack of, 21–22 Collaborative time management, 229, 234 scheduling practices and predictable time off, 220–221 Collective process, 166 Communality, 10 Communication, 181 Community, 202 Company-transferred expatriates, 94 Compensation system, 38 Compilation process, 179 Composition process, 179 Confirmatory factor analysis (CFA), 42 Consensus, 166 Consistency, 166 Consumer psychology, 136 Context-based process, 143 Contextual variables, 105 Contingency-based Process Model, 183–184 Contribution concept, 65 COVID-19 pandemic, 52, 129, 200 Credibility of science, 46 Criticism, 50 Cross-level moderated mediation model, 172 Crowdsourcing platforms, 22 Cultural adjustment, 108 Cultural support for flexibility policy use, 212 Customizability, 213 Customizable flextime policy, 213 Cytokines, 142 Data lack of, 21–22 reproducibility, 20 Defense system, 136 Descriptive norms, 10, 12 Digital object identifiers (DOIs), 60 Direct replications, 51 Directory of Open Access Journals (DOAJ), 32 Disinterestedness, 11 Dissemination process, 63 Distinctiveness, 165 Distributional concept analysis, 95, 101 Diversity variables, 202 Dual appraisal-based framework, 130 EBSCOhost databases, 95 Economics, 14 disruption, 105 Efficiency, 218–219 Elaboration likelihood model (ELM), 176 Embeddedness alignment between organizational practices and factors influencing SIE, 115 contextual factors impacting, 114–115 findings of qualitative study, 116–117 interpersonal factors influencing SIE, 113–114 limitations, 121 personal factors inhibit SIE, 112–113 personal factors managers believe facilitate SIE, 111–112 personal factors with mixed impact on, 113 practical implications, 118–121 and retention, 115 review of qualitative studies on SIE, 107–109 Emotional acculturation, 120 Emotions, 146 aversive, 135 Empirical development of HR attributions model, 170–171 Employees perceptions of HR practices, 163, 165, 180 Employees religiosity, 172 Entrepreneurial innovator FELOs, 109 Ethical leadership, 18 European Commission, 32 Expatriates, 95, 102, 108 retention of, 118 Facebook, 5 Familial environment, 114 Flexibility policies, 206, 220 cultural support for, 212 Focal organization, 118 Food manufacturing, 222 Foreign executive in local organization (FELO), 107, 109 Fourth Industrial Revolution, 5 Functional HRM manuscripts, 3 Gender, 202 gender-based occupational segregation, 222 General adjustment, 107 Global dissemination, 38 Global executive FELOs, 109 Global shocks, 105 Gold OA, 32 Good statistical practice, 45 Governance, 11 Green OA, 32 Group culture, 220 Harvard Business Review, 34 Heider’s attribution theory, 167 High performance work systems, 162 Home deplete resources, 205 Human resource (HR), 163 attributions model, 167–168, 171 Bowen and Ostroff’s HRM System Strength, 165–166 connecting HR attributions, 180–181 connecting HRM system strength, 178 contingency-based process model, 183–184 critical look at HR attributions research, 174–175 development of HR process research, 168 empirical development of HR attributions model, 170–171 empirical shift, 168–169 existing research to connect HRM system strength with HR attribution concepts, 176 framework of moderators, 181 future challenges and practical implications, 184 from HRM system strength to perceived HRM system strength, 169–170 implementation, 177 maturing of HR process research, 172 methodological challenges, 186–188 Nishii et al.’s HR attributions, 167–168 policies, 213 practical implications of HR process to HR professionals and managers, 188–189 practices, 104, 162, 166 process research, 171–172, 184–185 professionals, 234 reflecting on strength of HRM system research, 173–174 revised HR process model, 177 revised process model, 176 start of HR process research, 164 strategy and policies, 188 systems, 203, 206 theoretical questions, 185–186 Wright & Nishii’s HR process model, 164–165 Human Resource Management, 32 Human Resource Management Journal, 171 Human resources management (HRM), 1, 162, 215(see also Personnel and human resource management (PHRM)) directions for future, 148–150 implementation process, 179 incorporating HRM system strength and HR attributions, 176–184 practices, 168 reflecting on strength of HRM system research, 173–174 scholars, 2, 162 system, 166, 173, 177, 182, 187, 189 system strength to perceived HRM system strength, 169–170 theories, 3 Human touch, 137 Humble leadership, 18 Hypercompetitive incentive system, 49 Hypercompetitive social system, 38 Hypothetico-deductive model of research, 14–16 i-deals, 223 Idiosyncratic flexibility deals, 223 Immuno-behavioral response, 142 Immuno-cognitive response, 141 Immuno-emotional response, 140–141 Immuno-physiological response, 141 In-group collectivism, 184 Inclusion, 224 Inclusiveness, need for, 64–67 Indigenous identity, 228 Individual work-life flexibility enactment, 216–217 Individual-level research of SIEs, 109 Industrial and organizational psychology (I/OP), 8, 18, 20, 23 publication process, 33 research, 27–28, 41 researchers, 9, 22 Infection risk, 136–138 Infection-connoting stimuli, 129 Injunctive norms, 10, 12, 16–36 Innate identity FELOs, 109 Integrated appraisal-based framework, 131 Integrated research, 185 Intended HR practices, 164 Interaction adjustment, 108 Internal monitor, 134 Internal regulation system, 129 International relocation, 94 strategy, 103 Internet of things, 5 Interpersonal behavior, 131, 147 Interpersonal communication, 128 Interpersonal factors, 111 Interpersonal issues, 104 Interpersonal physical contact, 133 Interrater reliability, 42 Interruptions, 217 Intersectional analyses, 209 Intersectional approach, 206 comparing and contrasting, 209–210 identity, 207 power and resources, 207–208 Intersectional arguments, 207 Intersectional identities, 228 Intersectional lens, 230 comparing traditional and intersectional lenses on work-life flexibility policies, 205–210 Intersectional work-life approach, 203 Intersectionality approach, 209 theory, 206, 209 Intrapersonal phenomena, 104 Jingle-jangle fallacy, 44 Job Characteristics Model, 17 John Templeton Foundation, 60 Journal of Applied Psychology, 26 Knowledge, 37 Leader-member exchange, 44 Leadership, 44 Lengthy review process, 26 Level of analysis, 209 LinkedIn, 5 Localized FELOs, 109 Machine learning, 5 Management-by-objectives system (MBO system), 169 Managers, 111 Manual top-down approach, 98 Many Labs projects, 50 Materials, 51–52 lack of, 21–22 Matthew effect, 25 McNamera’s fallacy, 44 Meat processing industry, 35 Mertonian norms, 11, 49, 59 of communality, 31, 36–38, 54 of science, 12 Meta-analysis, 53 Meta-science projects, 52 Meta-scientific research project, 51 Methodological approach, 121 Mixed-method approaches, 149 Mobile workers, 94 Moderators, 97–98 MOSAIC model, The, 228, 233 MTurk, 45 Multinational organizations, 94, 104, 116 Multiple stigmatized identities, 233 Multiverse analysis, 52 Multiverse approach, 53 Myers-Briggs tests, 34 National culture, 183–184 National Science Foundation (NSF), 55 Netherlands Survey of Research Integrity, 39 Nishii et al.’s HR attributions, 167–168 Nomological network, 101 Non-significant findings, lack of, 27–31 Nonideal workers, 225 Nonwork domain, effects of control over work role boundary on performance in, 213–215 Nonwork identities, 217 salience of, 216–217 Nonwork performance, 210, 216–217, 230–231 Normative expectations, 114 Novelty, 120 Null hypothesis significance testing (NHST), 27, 47 Occupational embeddedness, 117 Occupational segregation, 222 Onboarding process, 106 Online scenario-based experiment, 180 Open access (OA), 8, 59 formats, 32 publishing formats, 32 Open Science Framework (OSF), 51 Open science practices, benefits to engaging in, 60–62 Organization’s perceptions of SIE employability, 105 Organizational actions, 116 Organizational approach, 225 Organizational cultures, 203 Organizational embeddedness, 117 Organizational global talent management strategies, 106 Organizational hygienic climate, 145 Organizational implementation approach, 212, 223 cultural support for flexibility policy use, 212 customizability, 213 Organizational perceptions of SIEs, 105 Organizational policies, 115 Organizational research, 148–150 Organizational researchers, 145 Organizational resources, 201 Organizational SIEs, 106, 108 Organizational support, 97 Organizational-level outcomes, 109 Organizations, 234 PTB in, 132–133 Organized dogmatism, 12 Organized skepticism, 11 Overseas experiences (OE), 95 Oxytocin, 140 p-hacking, 55 Pandemic, 5, 105 Particularism, 12 Peer-review process, 24–27, 56 Peer-review system, 25, 55 Person-based process, 143 Personal comfort, 137 Personal factors, 111 Personality-type indicator tests, 34 Personnel and human resource management (PHRM), 8–9, 18, 20, 22–23, 27–28, 41 analysts, 52–54 benefits to engaging in open science practices, 60–62 deviating from ideal, 16 don’t blame individual, 36 hypothetico-deductive model of research, 14–16 labs, 50 lack of availability, 31–33 lack of non-significant findings, 27–31 lack of practical implications, 33–36 lack of quality control, 24–27 lack of replicability, 19–20 lack of reproducibility, 20–23 lack of solid theory, 16–19 materials, 51–52 measurement schmeasurement, 41–44 methodology, 44–46 need for inclusiveness, 64–67 need for openness, 54 need for relevance, 62–64 norms, 48–49 norms of science, 10–14 open access, 59 open materials, data, and code, 58–59 PHRM/I/OP researchers, 48 platforms to achieve openness, 60 potential explanations, 36–67 preregistration, 55–56 proper incentives, 50 publication process, 33 questionable research/reporting practices, 39–41 registered report, 57–58 research, 64 song of sorrow, 9 statistics, 46 Personnel Assessment and Decisions, 32 Personnel Psychology, 32–33, 35 Physical availability, 213–215 Police, 49 Political climate, 144 Power, 207–208 Practice theory as theoretical foundation, 110 Predictable time off (PTO), 220–221 Preregistrations, 55–57 Prestigious research funding agencies, 32 Primary appraisal BIS perspective on PTB, 135–136 process, 130, 134–135 of PTB, 133 relational value and infection risk, 136–138 sociometer perspective on PTB, 133–135 Professional touching behavior (PTB), 130, 133–134, 138 directions for future HRM and organizational research, 148–150 immunological perspective, 140–142 intended contributions, 147–148 in organizations, 132–133 primary appraisal of, 133–138 secondary appraisal of, 143–145 socially functional perspective, 138–140 Prolific platforms, 22 ProQuest databases, 95 Protection mechanism, 149 Psychological attribution process, 189 Psychological availability, 213–215 Psychologists, 49 Psychometric theory, 41 PsycINFO databases, 95 Python script, 99 Qualitative data, 58 Qualitative design of our study, 110–111 Qualitative research design, 121 Qualitative SIE studies, 103 Quality, 11 Quality control, lack of, 24–27 Quantitative fallacy, 44 Quantity, 12 Queuebicle, 23 Race, 202 race-based occupational segregation, 222 Randomized controlled experiment (RCT), 45 Reciprocity, 217, 219 Registered Report, 57–58 Relational value, 136–138 Relationship psychologists, 137 Relevance, need for, 62–64 Reliability theory, 41 Remote work, 233 Replicability, lack of, 19–20 Reproducibility, lack of, 20 lack of materials, data, and code, 21–22 lack of proper samples, 22–23 Research, 212 process, 16, 39, 52, 54, 57, 61 streams, 169 Research design, 45 Research in Organizational Behavior, 2 Research in Personnel and Human Resources Management (RPHRM), 1–2, 4 manuscript, 3–4 ResearchEquals, 60 Researcher degrees of freedom, 50 Resources, 207–208 resource-based view of HRM, 3 Respondents, 112 Results-oriented work environment (ROWE), 219–220, 229, 234 Retention alignment between organizational practices and factors influencing SIE, 115 contextual factors impacting, 114–115 interpersonal factors influencing SIE, 113–114 personal factors inhibit SIE, 112–113 personal factors managers believe facilitate SIE, 111–112 personal factors with mixed impact on, 113 review of qualitative studies on SIE, 107–109 Review process, 25, 61 Reviewers, 27 Revised HR process model, 177 Revised process model, 176, 187 Revision process, 26 Rigid mentality, 112 Science, norms of, 10–16 Scientific Pandemic Influenza Group on Modelling, Operational sub-group (SPI-M-O), 52 SCOPUS database, 95 Secondary appraisal, 144 BIS-based secondary appraisal of PTB, 144–145 of PTB, 143 sociometer-based secondary appraisal of PTB, 143–144 Secondary process, 143 Selection criterion for systematic review, 102 Self-corrective thesis (SCT), 15–16 Self-initiated expatriates, 95, 101 Self-initiated expatriation (SIE), 94, 118 alignment between organizational practices and factors influencing SIE adjustment, 111–114 antecedents, 97 contextual factors impacting adjustment, embeddedness, and retention, 114–115 definition, 101 evolution of, 98–101 identifying definitional confounds in SIE nomological network, 96 interpersonal factors influencing SIE adjustment, embeddedness, and retention, 113–114 managerial view of factors influencing relationships between SIE adjustment, embeddedness, and retention, 111 mentality, 112 moderators, 97–98 origins of definition of, 95 outcomes, 98 personal factors inhibit SIE adjustment, embeddedness, and retention, 112–113 personal factors managers believe facilitate SIE adjustment, embeddedness, and retention, 111–112 personal factors with mixed impact on SIE adjustment, embeddedness, and retention, 113 practice theory as theoretical foundation, 110 qualitative articles, 103 qualitative design of our study, 110–111 research, 99 retention practices, 110 review of qualitative studies on SIE adjustment, embeddedness, and retention, 107–109 review of quantitative SIE studies, 101–102 review of SIE retention, 105–107 review of suggested future directions for SIE research, 103–105 reviewing past proposed definitions, 95–96 systematic study of organizational practices for retaining SIE, 109–110 Self-interestedness, 12 Servant leadership, 18 Single-axis framework, 207 Singlism, 226 Social categories, 202, 207 Social cognition, 165 Social exchange theories, 173 Social information processing theories, 173 Social Psychological Bulletin, 59 Social psychology, 188, 202 Social system, 129 Sociology, 14 Sociometer perspective on PTB, 133–135 Sociometer theory, 130–131, 134, 138–139, 143, 147(see also Behavioral immune system Theory (BIS Theory)) socio-behavioral response, 140 socio-cognitive response, 139 socio-emotional response, 138–139 socio-physiological response, 139–140 subsequent sociometer-based responses, 138 Sociometer-based appraisal process, 135 Sociometer-based responses process, 140 to PTB, 143 Sociometer-based secondary appraisal of PTB, 143–144 Software industry, 24 Solid theory, lack of, 16–19 Song of sorrow, 9–16, 32 Staged process model, 179 Statistical significance, 46 Statistical technique, 42 Statistical uncertainty, 43 STEM, 224 Stressful psychological reaction, 112 Structural equation modeling (SEM), 40 Structural societal inequality, 203 Subsidiary managers, 111–113, 115 Surface-level diversity, 229 Survey-driven disciplines, 23 Swiss National Science Foundation (SNSF), 32 Swiss National Science Fund, 32 Systems of HR practices, 162 Telework, 220 Teleworkers, 218 Tenure process, 38 Theoretical lenses, 209 Theoretical models, 46 Theorizing practice, 116 Theory fetish, 19 Theory pollution, 9 Theory-driven predictions, 18 Time-lagged studies, 45 Touch, 128, 145 Touching, 132 behavior, 139 Traditional approaches, comparing and contrasting, 209–210 Traditional boundary control and implementation perspective, enriching, 210–221 Traditional lenses, comparing intersectional lenses on work-life flexibility policies and, 205–210 Transform to Open Science (TOPS), 55 Transformational leadership, 18, 44 Twitter, 5 UK’s Wellcome Trust, 32 Universalism, 11 University of Georgia, The, 2 US National Aeronautics and Space Administration (NASA), 55 US National Institutes of Health, 32 US National Science Foundation, 32 Vantage point (2023), 3 Variability, 52 Variable-centered approach, 202 Vignette-based experimental study, 170 Visible diversity, 229 WEIRD countries, 65 submissions, 66 Well–being, 136 Winnowing process, 40 Wire, The (TV show), 49 Work domain, effect of work-life flexibility on performance in, 217–219 Work identity, salience of, 218–219 Work performance, 210 Work-based touch communication, 128 Work-life flexibility, 205, 224 comparing and contrasting traditional and intersectional approaches, 209–210 comparing traditional and intersectional lenses on work-life flexibility policies, 205 context, 226 contributions, 202–203 contributions to work-life literature, 232–235 control and work and nonwork performance, 225–227 control bundling and chilling effects, 215–216 effects of control over work role boundary on performance in nonwork domain, 213 enriching model with considerations for future research from work-life intersectionality lens, 221 individual implementation, 228–229 individual implementation of work-life flexibility, 213 individual work-life flexibility enactment and nonwork performance, 216 intersectional approach, 206–209 organizational implementation, 223–225 organizational implementation approach, 212–213 physical and psychological availability, 213–215 policies, 200, 206, 209, 212, 233 research, 233 salience of nonwork identity, 216–217 salience of work identity, 218–219 summary of article organization, 203–205 traditional approach, 205–206 use of work-life flexibility policies and control over work role boundary, 210–212 work-life flexibility initiation, 221–223 work-life flexibility model, 210 effect of work-life flexibility on performance in work domain, 217 work-life intersectionality and nonwork performance, 230–231 workgroup flexibility context, 219–221 workgroup implementation, 229–230 Work-life intersectionality, 202, 206, 208, 228, 230–231 enriching model with considerations for future research from work-life intersectionality lens, 221 and nonwork performance, 230–231 Work-life literature, contributions to, 232–235 Work-life privilege, 203 Work-related touching behavior, 130 Work–family conflict, 200 integrative general models of, 201 seminal perspectives on, 209 Workgroup contexts, 218 Workgroup flexibility context, 219 collaborative time management scheduling practices and PTO, 220–221 ROWE, 219–220 Workgroup implementation, 229–230 Work–life policies, 205, 228 cluster, 234 Work–life relationships, 202, 233 nature of, 203 World Trade Center, 108 Wright & Nishii’s HR process model, 164–165 Zoom fatigue, 226 Book Chapters Prelims Chapter 1: Forty Volumes of Research in Personnel and Human Resources Management: Reflecting on Impactful Contributions and Continuing Our Mission Into the Future Chapter 2: Cobblers, Let’s Stick to Our Lasts! A Song of Sorrow (and of Hope) About the State of Personnel and Human Resource Management Science Chapter 3: Retaining Self-initiated Expatriates: Systematic Reviews and Managerial Practices Chapter 4: A Theory of Professional Touching Behavior in Organizations: Implications for Human Resource Scholars and Practitioners Chapter 5: Looking Back to Move Forward: A 20-year Overview and an Integrated Model of Human Resource Process Research Chapter 6: Work-life Flexibility Policies: Moving from Traditional Views Toward Work-life Intersectionality Considerations Index