Human Resource Management Review
Volume 25, Issue 3, Pages 233-328 (September 2015)
Table of Contents:
Hiring ex-offenders: A theoretical model.
Pages 298-312
Nicole C. Jones Young, Gary N. Powell
Highlights
•
We consider hiring decisions of ex-offenders, a highly stigmatized population.
•
We discuss why a unique model for highly stigmatized populations is needed.
•
We propose a model of ex-offender hiring based on perceptions of warmth and
competence.
•
We explore the impact of various factors related to hiring manager perceptions
of ex-offenders.
Sharing is caring: Toward a model of proactive caring through shared leadership.
Pages 313-327
Jeffery D. Houghton, Craig L. Pearce, Charles C. Manz, Stephen Courtright, Greg
L. Stewart
Highlights
•
We offer a model and propositions that suggest that shared leadership
proactively increases group-level caring within organizations.
•
Our model suggests that the shared leadership – group-caring relationship is
mediated by two key mechanisms – psychological empowerment climate and group
solidarity.
•
We further identify collaborative capacity and collaborative context as two
possible moderators of shared leadership effectiveness.
•
Finally, we explore implications of the model for both research and practice.
The application of social exchange to commitment bonds of pro-union employees: cognitive calculations of reciprocity.
Pages 287-297
Rebecca A. Thacker
Highlights
•
Provides an application of the construct of commitment bonds proposed by Klein,
Molloy and Brinfield (2012).
•
Explores the ramifications of a dual reporting relationship (union and
organization) when right-to-work legislation is passed, a union is decertified,
or employees are unsuccessful in winning union representation.
•
Suggests the mediating role of exchange ideology between felt obligation and
commitment bond in determining formerly unionized employees' reactions to
decertification or passage of right-to-work legislation.
Special Section on Talent Management: Progress and Prospects; Edited by David G.
Collings, Hugh Scullion, Vlad Vaiman
Talent management: Progress and prospects
Pages 233-235
David G. Collings, Hugh Scullion, Vlad Vaiman
Incorporating the macro view in global talent management
Pages 236-248
Shaista E. Khilji, Ibraiz Tarique, Randall S. Schuler
What is the value of talent management? Building value-driven processes within a
talent management architecture.
Pages 249-263
Paul R. Sparrow, Heba Makram
Highlights
•
Reviews the value claims made by four different talent management philosophies
•
Develops a theoretical framework to examine the value of talent management
•
Examines four concepts of value creation, value capture, value leverage and
value protection
Towards an understanding of talent management as a phenomenon-driven field using
bibliometric and content analysis
Pages 264-279
Eva Gallardo-Gallardo, Sanne Nijs, Nicky Dries, Pedro Gallo
Recognizing the important role of self-initiated expatriates in effective global
talent management
Pages 280-286
Vlad Vaiman, Arno Haslberger, Charles M. Vance
Highlights
•
Self-initiated expatriates (SIEs) represent a significant part of the global
talent pool.
•
Thus far neither companies nor academics have given due consideration to SIEs.
•
Global organizations and SIEs share common interests that should be fostered.
•
The paper provides guidance on how to include SIEs throughout main areas of TM.
•
It suggests future research paths to academics, pointing to exploration-worthy
fields.
Research Papers
The application of social exchange to commitment bonds of pro-union employees:
cognitive calculations of reciprocity.
Pages 287-297
Rebecca A. Thacker
Highlights
•
Provides an application of the construct of commitment bonds proposed by Klein,
Molloy and Brinfield (2012).
•
Explores the ramifications of a dual reporting relationship (union and
organization) when right-to-work legislation is passed, a union is decertified,
or employees are unsuccessful in winning union representation.
•
Suggests the mediating role of exchange ideology between felt obligation and
commitment bond in determining formerly unionized employees' reactions to
decertification or passage of right-to-work legislation.
Hiring ex-offenders: A theoretical model.
Pages 298-312
Nicole C. Jones Young, Gary N. Powell
Highlights
•
We consider hiring decisions of ex-offenders, a highly stigmatized population.
•
We discuss why a unique model for highly stigmatized populations is needed.
•
We propose a model of ex-offender hiring based on perceptions of warmth and
competence.
•
We explore the impact of various factors related to hiring manager perceptions
of ex-offenders.
Sharing is caring: Toward a model of proactive caring through shared leadership.
Pages 313-327
Jeffery D. Houghton, Craig L. Pearce, Charles C. Manz, Stephen Courtright, Greg
L. Stewart
Highlights
•
We offer a model and propositions that suggest that shared leadership
proactively increases group-level caring within organizations.
•
Our model suggests that the shared leadership – group-caring relationship is
mediated by two key mechanisms – psychological empowerment climate and group
solidarity.
•
We further identify collaborative capacity and collaborative context as two
possible moderators of shared leadership effectiveness.
•
Finally, we explore implications of the model for both research and practice.
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