Dianna L. Stone – författare

The Brave New World of eHR is an important resource, filled with the most current information and practical advice on eHR for human resource professionals and industrial and organizational psychologists. Written by an expert group of scholars, practitioners, and subject matter experts, this book offers an overview of the major technological trends in eHR, and shows how to use technology to enhance organizational effectiveness.  Comprehensive in scope, the book includes information on a wide variety of topics and Reviews the transformation of human resources from manual processes to sophisticated CRM and ERP systems Examines the effectiveness of online strategies for attracting talent Offers valuable guidelines that can help organizations design, deliver, implement, and sustain e-selection systems Includes a review of the recent research on the effectiveness of distance learning in educational and organizational settings Analyzes the potential advantages and disadvantages of using eHR to manage employee performance Shows how technology supports the administration of compensation systems Outlines recent trends in delivering HR products and services Considers the functional and dysfunctional consequences of using eHR to attract, select, and manage the performance of employees in organizations Presents a fascinating and futuristic look at HR and technology for decades to come

The Brave New World of eHR is an important resource, filled with the most current information and practical advice on eHR for human resource professionals and industrial and organizational psychologists. Written by an expert group of scholars, practitioners, and subject matter experts, this book offers an overview of the major technological trends in eHR, and shows how to use technology to enhance organizational effectiveness.  Comprehensive in scope, the book includes information on a wide variety of topics and Reviews the transformation of human resources from manual processes to sophisticated CRM and ERP systems Examines the effectiveness of online strategies for attracting talent Offers valuable guidelines that can help organizations design, deliver, implement, and sustain e-selection systems Includes a review of the recent research on the effectiveness of distance learning in educational and organizational settings Analyzes the potential advantages and disadvantages of using eHR to manage employee performance Shows how technology supports the administration of compensation systems Outlines recent trends in delivering HR products and services Considers the functional and dysfunctional consequences of using eHR to attract, select, and manage the performance of employees in organizations Presents a fascinating and futuristic look at HR and technology for decades to come

This authoritative Wiley Blackwell Handbook in Organizational Psychology focuses on individual and organizational applications of Internet-enabled technologies within the workplace. The editors have drawn on their collective experience in collating thematically structured material from leading writers based in the US, Europe, and Asia Pacific.Coinciding with the growing international interest in the application of psychology to organizations, the work offers a unique depth of analysis from an explicitly psychological perspective. Each chapter includes a detailed literature review that offers academics, researchers, scientist-practitioners, and students an invaluable frame of reference. Coverage is built around competencies set forth by regulatory agencies including the APA and BPS, and includes E-Recruiting, E-Leadership, and E-Learning; virtual teams; cyberloafing; ergonomics of human-computer interaction at work; permanent accessibility and work-life balance; and trust in online environments.

This authoritative Wiley Blackwell Handbook in Organizational Psychology focuses on individual and organizational applications of Internet-enabled technologies within the workplace. The editors have drawn on their collective experience in collating thematically structured material from leading writers based in the US, Europe, and Asia Pacific.

Coinciding with the growing international interest in the application of psychology to organizations, the work offers a unique depth of analysis from an explicitly psychological perspective. Each chapter includes a detailed literature review that offers academics, researchers, scientist-practitioners, and students an invaluable frame of reference. Coverage is built around competencies set forth by regulatory agencies including the APA and BPS, and includes E-Recruiting, E-Leadership, and E-Learning; virtual teams; cyberloafing; ergonomics of human-computer interaction at work; permanent accessibility and work-life balance; and trust in online environments.

This authoritative Wiley Blackwell Handbook in Organizational Psychology focuses on individual and organizational applications of Internet-enabled technologies within the workplace. The editors have drawn on their collective experience in collating thematically structured material from leading writers based in the US, Europe, and Asia Pacific.

Coinciding with the growing international interest in the application of psychology to organizations, the work offers a unique depth of analysis from an explicitly psychological perspective. Each chapter includes a detailed literature review that offers academics, researchers, scientist-practitioners, and students an invaluable frame of reference. Coverage is built around competencies set forth by regulatory agencies including the APA and BPS, and includes E-Recruiting, E-Leadership, and E-Learning; virtual teams; cyberloafing; ergonomics of human-computer interaction at work; permanent accessibility and work-life balance; and trust in online environments.

Information technology has had a profound effect on almost every aspect of our lives including the way we purchase products, communicate with others, receive health care services, and deliver education and training. It has also had a major impact on human resource management (HR) processes, and it has transformed the way that we recruit, select, motivate, and retain employees (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015). For example, some estimates indicated that 100 % of large organizations now use web-based recruiting (Sierra-Cedar, 2016-2017), and over half of the training conducted in America is delivered using technology-based methods (American Society for Training and Development, 2015). Results of a survey by the Society for Human Resource Management (SHRM) (2002) revealed that technology is one of the major drivers of change in today’s HR departments.In spite of the increased use of technology in the field of HR, relatively little research has examined the acceptance and effectiveness of electronic human resource management (eHRM) methods. As a consequence, practitioners are implementing these new systems without the benefit of research. Thus, the primary purpose of this issue is to review the results of research on a number of important eHRM practices including e-recruitment, e-selection, gamification, e- socialization, e-learning, and e-performance management. It also considers how technology can be used to manage task-based contingent workers, and examines the problems associated with cyberdeviance in organizations. The chapters in this series should be extremely beneficial for HR researchers and practitioners who are employing these new systems.

Information technology has had a profound effect on almost every aspect of our lives including the way we purchase products, communicate with others, receive health care services, and deliver education and training. It has also had a major impact on human resource management (HR) processes, and it has transformed the way that we recruit, select, motivate, and retain employees (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015). For example, some estimates indicated that 100 % of large organizations now use web-based recruiting (Sierra-Cedar, 2016-2017), and over half of the training conducted in America is delivered using technology-based methods (American Society for Training and Development, 2015). Results of a survey by the Society for Human Resource Management (SHRM) (2002) revealed that technology is one of the major drivers of change in today’s HR departments.In spite of the increased use of technology in the field of HR, relatively little research has examined the acceptance and effectiveness of electronic human resource management (eHRM) methods. As a consequence, practitioners are implementing these new systems without the benefit of research. Thus, the primary purpose of this issue is to review the results of research on a number of important eHRM practices including e-recruitment, e-selection, gamification, e- socialization, e-learning, and e-performance management. It also considers how technology can be used to manage task-based contingent workers, and examines the problems associated with cyberdeviance in organizations. The chapters in this series should be extremely beneficial for HR researchers and practitioners who are employing these new systems.

Information technology has had a profound effect on almost every aspect of our lives including the way we purchase products, communicate with others, receive health care services, and deliver education and training. It has also had a major impact on human resource management (HR) processes, and it has transformed the way that we recruit, select, motivate, and retain employees (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015). For example, some estimates indicated that 100 % of large organizations now use web-based recruiting (Sierra-Cedar, 2016-2017), and over half of the training conducted in America is delivered using technology-based methods (American Society for Training and Development, 2015). Results of a survey by the Society for Human Resource Management (SHRM) (2002) revealed that technology is one of the major drivers of change in today's HR departments.In spite of the increased use of technology in the field of HR, relatively little research has examined the acceptance and effectiveness of electronic human resource management (eHRM) methods. As a consequence, practitioners are implementing these new systems without the benefit of research. Thus, the primary purpose of this issue is to review the results of research on a number of important eHRM practices including e-recruitment, e-selection, gamification, e- socialization, e-learning, and e-performance management. It also considers how technology can be used to manage task-based contingent workers, and examines the problems associated with cyberdeviance in organizations. The chapters in this series should be extremely beneficial for HR researchers and practitioners who are employing these new systems.

In this issue of Research Human Resource Management we consider some of the challenges facing organizations today including changes in the population, the increased competition for talent, and the rise in the use of technology. The issue also includes a number of thought-provoking articles that describe strategies for developing sound theories in our field, discuss the consequences of growing diversity in organizations, consider the factors affecting the success of virtual teams, present methods for increasing emotion control for incumbents in emotionally laden jobs, and discuss leadership and performance management in virtual teams.The first article in this issue compares prospect theory to goal setting theory, and highlights the critical elements needed for theory development in our field. A second article reviewed the literature published from 1976 to 2017 in the Academy of Management Review, the primary theoretical journal in management, and identified the factors associated with the most effective theories published over the last forty years. In view of the growing diversity in organizations, the next article provided a ranking of individual attributes that might be viewed as stigmatizing in organizations. The findings revealed that blemishes of character (e.g., criminality, drug addiction) were viewed as most stigmatizing followed by abominations of the body (e.g., paralysis, leg amputation), and the least stigmatizing attributes were tribal stigmas (e.g., ethnicity, religion). The fourth article focuses on a similar topic, and presents an interesting model of the factors thought to influence weight-based bias. Both of these articles have important implications for overcoming unfair discrimination and increasing the inclusion of all individuals in organizations.The next article offers an input-throughput-output model of virtual teams, and reviews the literature on each of the variables thought to influence the success of these teams. Given that many customer service jobs in the new economy involve high levels of emotional labor, the sixth article reviews the strategies that can be used to train employees on emotion regulation in these challenging jobs. The final article suggests that leadership and performance management should be aligned with the new team-centric structure of organizations in order to enhance team and organizational performance. In particular, they maintained that organizations need to adopt positive and relational leadership, and redesign performance appraisals to support the new team processes. They also recommended that organizations discontinue the use of forced distribution performance ranking systems. We are confident that these articles will inspire new ideas among researchers in our field, and foster additional theory and research on these important topics.

In this issue of Research Human Resource Management we consider some of the challenges facing organizations today including changes in the population, the increased competition for talent, and the rise in the use of technology. The issue also includes a number of thought-provoking articles that describe strategies for developing sound theories in our field, discuss the consequences of growing diversity in organizations, consider the factors affecting the success of virtual teams, present methods for increasing emotion control for incumbents in emotionally laden jobs, and discuss leadership and performance management in virtual teams.The first article in this issue compares prospect theory to goal setting theory, and highlights the critical elements needed for theory development in our field. A second article reviewed the literature published from 1976 to 2017 in the Academy of Management Review, the primary theoretical journal in management, and identified the factors associated with the most effective theories published over the last forty years. In view of the growing diversity in organizations, the next article provided a ranking of individual attributes that might be viewed as stigmatizing in organizations. The findings revealed that blemishes of character (e.g., criminality, drug addiction) were viewed as most stigmatizing followed by abominations of the body (e.g., paralysis, leg amputation), and the least stigmatizing attributes were tribal stigmas (e.g., ethnicity, religion). The fourth article focuses on a similar topic, and presents an interesting model of the factors thought to influence weight-based bias. Both of these articles have important implications for overcoming unfair discrimination and increasing the inclusion of all individuals in organizations.The next article offers an input-throughput-output model of virtual teams, and reviews the literature on each of the variables thought to influence the success of these teams. Given that many customer service jobs in the new economy involve high levels of emotional labor, the sixth article reviews the strategies that can be used to train employees on emotion regulation in these challenging jobs. The final article suggests that leadership and performance management should be aligned with the new team-centric structure of organizations in order to enhance team and organizational performance. In particular, they maintained that organizations need to adopt positive and relational leadership, and redesign performance appraisals to support the new team processes. They also recommended that organizations discontinue the use of forced distribution performance ranking systems. We are confident that these articles will inspire new ideas among researchers in our field, and foster additional theory and research on these important topics.

In this issue of Research Human Resource Management we consider some of the challenges facing organizations today including changes in the population, the increased competition for talent, and the rise in the use of technology. The issue also includes a number of thought-provoking articles that describe strategies for developing sound theories in our field, discuss the consequences of growing diversity in organizations, consider the factors affecting the success of virtual teams, present methods for increasing emotion control for incumbents in emotionally laden jobs, and discuss leadership and performance management in virtual teams.The first article in this issue compares prospect theory to goal setting theory, and highlights the critical elements needed for theory development in our field. A second article reviewed the literature published from 1976 to 2017 in the Academy of Management Review, the primary theoretical journal in management, and identified the factors associated with the most effective theories published over the last forty years. In view of the growing diversity in organizations, the next article provided a ranking of individual attributes that might be viewed as stigmatizing in organizations. The findings revealed that blemishes of character (e.g., criminality, drug addiction) were viewed as most stigmatizing followed by abominations of the body (e.g., paralysis, leg amputation), and the least stigmatizing attributes were tribal stigmas (e.g., ethnicity, religion). The fourth article focuses on a similar topic, and presents an interesting model of the factors thought to influence weight-based bias. Both of these articles have important implications for overcoming unfair discrimination and increasing the inclusion of all individuals in organizations.The next article offers an input-throughput-output model of virtual teams, and reviews the literature on each of the variables thought to influence the success of these teams. Given that many customer service jobs in the new economy involve high levels of emotional labor, the sixth article reviews the strategies that can be used to train employees on emotion regulation in these challenging jobs. The final article suggests that leadership and performance management should be aligned with the new team-centric structure of organizations in order to enhance team and organizational performance. In particular, they maintained that organizations need to adopt positive and relational leadership, and redesign performance appraisals to support the new team processes. They also recommended that organizations discontinue the use of forced distribution performance ranking systems. We are confident that these articles will inspire new ideas among researchers in our field, and foster additional theory and research on these important topics.

It is evident that organizations are becoming increasingly diverse because of the growing numbers of ethnic minorities in the U. S. and the rise in immigration around the world (U. S. Bureau of Census, 2019). Some estimates indicate that by 2060 ethnic minorities in the U. S. will actually make up the majority of the population (U. S. Bureau of Census, 2019), and national minority group members will constitute over 14% of the 770 million people in the European Union (Worldwide Population Estimates, 2017). Thus, organizations around the world are faced with numerous challenges associated with attracting, motivating, and retaining employees who are culturally diverse, and we need a better understanding of how to increase the inclusion of diverse group members in organizations.This edited book includes twelve cutting edge articles written by subject matter experts on an array of topics including: (a) the influence of multiculturalism on HR practices, (b) factors affecting the success of corporate women, (c) stereotypes of racial minorities, (d) effect sizes in diversity research, ( e) true identities of stigmatized persons, (f) diversity training, (g) LGBTQ issues, (h) age, (I) strategies for creating inclusive climates, (j) the development of measure of reactions to perceived discrimination, (k) racial harassment, and (l) unfair discrimination against immigrants. This timely book provides a critical resource for undergraduate and graduate classes in diversity and inclusion in organizations, human resource management, organizational behavior, organizational sociology, and industrial and organizational psychology. Apart from theories and research on diversity and inclusion, the book also considers implications for designing HR policies and processes in organizations. Therefore, the book is especially relevant for practitioners and human resource professionals because it provides guidance on HR practices that can help organizations attract and retain these new organizational members.

It is evident that organizations are becoming increasingly diverse because of the growing numbers of ethnic minorities in the U. S. and the rise in immigration around the world (U. S. Bureau of Census, 2019). Some estimates indicate that by 2060 ethnic minorities in the U. S. will actually make up the majority of the population (U. S. Bureau of Census, 2019), and national minority group members will constitute over 14% of the 770 million people in the European Union (Worldwide Population Estimates, 2017). Thus, organizations around the world are faced with numerous challenges associated with attracting, motivating, and retaining employees who are culturally diverse, and we need a better understanding of how to increase the inclusion of diverse group members in organizations.This edited book includes twelve cutting edge articles written by subject matter experts on an array of topics including: (a) the influence of multiculturalism on HR practices, (b) factors affecting the success of corporate women, (c) stereotypes of racial minorities, (d) effect sizes in diversity research, ( e) true identities of stigmatized persons, (f) diversity training, (g) LGBTQ issues, (h) age, (I) strategies for creating inclusive climates, (j) the development of measure of reactions to perceived discrimination, (k) racial harassment, and (l) unfair discrimination against immigrants. This timely book provides a critical resource for undergraduate and graduate classes in diversity and inclusion in organizations, human resource management, organizational behavior, organizational sociology, and industrial and organizational psychology. Apart from theories and research on diversity and inclusion, the book also considers implications for designing HR policies and processes in organizations. Therefore, the book is especially relevant for practitioners and human resource professionals because it provides guidance on HR practices that can help organizations attract and retain these new organizational members.

It is evident that organizations are becoming increasingly diverse because of the growing numbers of ethnic minorities in the U. S. and the rise in immigration around the world (U. S. Bureau of Census, 2019). Some estimates indicate that by 2060 ethnic minorities in the U. S. will actually make up the majority of the population (U. S. Bureau of Census, 2019), and national minority group members will constitute over 14% of the 770 million people in the European Union (Worldwide Population Estimates, 2017). Thus, organizations around the world are faced with numerous challenges associated with attracting, motivating, and retaining employees who are culturally diverse, and we need a better understanding of how to increase the inclusion of diverse group members in organizations.This edited book includes twelve cutting edge articles written by subject matter experts on an array of topics including: (a) the influence of multiculturalism on HR practices, (b) factors affecting the success of corporate women, (c) stereotypes of racial minorities, (d) effect sizes in diversity research, ( e) true identities of stigmatized persons, (f) diversity training, (g) LGBTQ issues, (h) age, (I) strategies for creating inclusive climates, (j) the development of measure of reactions to perceived discrimination, (k) racial harassment, and (l) unfair discrimination against immigrants. This timely book provides a critical resource for undergraduate and graduate classes in diversity and inclusion in organizations, human resource management, organizational behavior, organizational sociology, and industrial and organizational psychology. Apart from theories and research on diversity and inclusion, the book also considers implications for designing HR policies and processes in organizations. Therefore, the book is especially relevant for practitioners and human resource professionals because it provides guidance on HR practices that can help organizations attract and retain these new organizational members.

As we enter the third decade of the twenty-first century, we are seeing a renaissance of context in influencing leadership, leader-follower relations, and leader effectiveness as well as a recognition of the tripartite nature of leadership. To fully understand and appreciate leadership, one must see the multiple parts of it as well as the connections among them. Leadership is multi-dimensional; leadership depends on leaders, followers, and context. Leadership research in the past three decades has been dominated by interest in neo-charismatic leadership styles and a focus on leadermember exchange in leader-follower relationships. Recently other approaches to leadership, such as ethical and authentic leaders, have garnered greater attention in response to the moral and ethical challenges in the workplace. Additionally, established approaches to leadership emergence and development have been challenged by their relevance to diverse work forces and issues of inclusion.This twelve article volume includes an outstanding roster of established and emerging leadership authors who tackle questions of leadership at the intersections of leaders, followers, and context. The volume opens with two articles that set the stage for the current state of leadership research and paths for its future including a commentary by Edwin Locke and Gary Latham on current management research practices and an action-oriented review of leadership research from the start of the 21st century. The volume is organized around three themes: leadership and diversity, leader-follower relationships, and systems of leader, follower, and context. Articles in the volume advance diversity research with an integration of leadership and diversity theories that demonstrate the former’s need for re-examination in light of the latter, a systematic development of inclusive leadership theory, and a close examination of immigrant ethnic identity. The authors of several articles expand our understanding of leader-follower relationships in the context of teams and alliances, the contextual boundaries of authentic leadership theory, and the authentic leader’s potential impact on harassment in organizations.The volume culminates with three demonstrations of leadership as systems of leader-follower-context interaction, including a close examination of the toxic triangle’s manifestation in university scandals, a micro-process model of power and leadership, and a configurational approach to studying leadership.The volume is designed primarily for scholars in the fields of human resource management, organizational behavior, and leadership. It also well serves the needs of instructors and students in master's and doctoral courses in leadership or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field.

As we enter the third decade of the twenty-first century, we are seeing a renaissance of context in influencing leadership, leader-follower relations, and leader effectiveness as well as a recognition of the tripartite nature of leadership. To fully understand and appreciate leadership, one must see the multiple parts of it as well as the connections among them. Leadership is multi-dimensional; leadership depends on leaders, followers, and context. Leadership research in the past three decades has been dominated by interest in neo-charismatic leadership styles and a focus on leadermember exchange in leader-follower relationships. Recently other approaches to leadership, such as ethical and authentic leaders, have garnered greater attention in response to the moral and ethical challenges in the workplace. Additionally, established approaches to leadership emergence and development have been challenged by their relevance to diverse work forces and issues of inclusion.This twelve article volume includes an outstanding roster of established and emerging leadership authors who tackle questions of leadership at the intersections of leaders, followers, and context. The volume opens with two articles that set the stage for the current state of leadership research and paths for its future including a commentary by Edwin Locke and Gary Latham on current management research practices and an action-oriented review of leadership research from the start of the 21st century. The volume is organized around three themes: leadership and diversity, leader-follower relationships, and systems of leader, follower, and context. Articles in the volume advance diversity research with an integration of leadership and diversity theories that demonstrate the former’s need for re-examination in light of the latter, a systematic development of inclusive leadership theory, and a close examination of immigrant ethnic identity. The authors of several articles expand our understanding of leader-follower relationships in the context of teams and alliances, the contextual boundaries of authentic leadership theory, and the authentic leader’s potential impact on harassment in organizations.The volume culminates with three demonstrations of leadership as systems of leader-follower-context interaction, including a close examination of the toxic triangle’s manifestation in university scandals, a micro-process model of power and leadership, and a configurational approach to studying leadership.The volume is designed primarily for scholars in the fields of human resource management, organizational behavior, and leadership. It also well serves the needs of instructors and students in master's and doctoral courses in leadership or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field.

As we enter the third decade of the twenty-first century, we are seeing a renaissance of context in influencing leadership, leader-follower relations, and leader effectiveness as well as a recognition of the tripartite nature of leadership. To fully understand and appreciate leadership, one must see the multiple parts of it as well as the connections among them. Leadership is multi-dimensional; leadership depends on leaders, followers, and context. Leadership research in the past three decades has been dominated by interest in neo-charismatic leadership styles and a focus on leadermember exchange in leader-follower relationships. Recently other approaches to leadership, such as ethical and authentic leaders, have garnered greater attention in response to the moral and ethical challenges in the workplace. Additionally, established approaches to leadership emergence and development have been challenged by their relevance to diverse work forces and issues of inclusion.This twelve article volume includes an outstanding roster of established and emerging leadership authors who tackle questions of leadership at the intersections of leaders, followers, and context. The volume opens with two articles that set the stage for the current state of leadership research and paths for its future including a commentary by Edwin Locke and Gary Latham on current management research practices and an action-oriented review of leadership research from the start of the 21st century. The volume is organized around three themes: leadership and diversity, leader-follower relationships, and systems of leader, follower, and context. Articles in the volume advance diversity research with an integration of leadership and diversity theories that demonstrate the former's need for re-examination in light of the latter, a systematic development of inclusive leadership theory, and a close examination of immigrant ethnic identity. The authors of several articles expand our understanding of leader-follower relationships in the context of teams and alliances, the contextual boundaries of authentic leadership theory, and the authentic leader's potential impact on harassment in organizations. The volume culminates with three demonstrations of leadership as systems of leader-follower-context interaction, including a close examination of the toxic triangle's manifestation in university scandals, a micro-process model of power and leadership, and a configurational approach to studying leadership.The volume is designed primarily for scholars in the fields of human resource management, organizational behavior, and leadership. It also well serves the needs of instructors and students in master's and doctoral courses in leadership or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field.

This volume of the series Research in Human Resource Management (HRM) focuses on a number of important issues in HRM and OB including performance appraisal, political skill, gratitude, psychological contracts, the philosophical underpinnings of HRM, pay and compensation messages, and electronic human resource management.For example, the first article by Cleveland and Murphy considers a very controversial issue (i.e., the reasons that organizations are abandoning the use of performance appraisal). The next article by Harris, Ferris, Summers, and Munyon is extremely interesting, and focuses on how composite political skills (e.g., social astuteness, interpersonal influence ) helps individuals develop productive work relationships in organizations. The third article by Scandura and Sharif presents a very innovative model of gratitude in organizations, and the authors argue that gratitude is essential for maintaining positive social relations in organizations.The fourth article by Suazo and Stone-Romero provides an extremely comprehensive review of the theory and research on psychological contracts in organizations from 1960-2015. The subsequent article by Bae, Kang and Kim presents a very unique perspective on HRM, and considers the philosophical underpinnings of the field. The sixth article by Murray, Dulebohn, Roehling, and Werling presents a very innovative model to explain the role that organizational messages about changes in pay or compensation systems have on anticipatory pay satisfaction. The final article in the series by Johnson, Thatcher, and Burleson presents a thought-provoking framework for understanding the key role that information technology (IT) plays in the field of HRM.The series should be useful to researchers and doctoral students in the fields of HRM, OB, and Industrial and Organizational Psychology. It should also be relevant for doctoral courses and scientist-practitioners in these fields.

This volume of the series Research in Human Resource Management (HRM) focuses on a number of important issues in HRM and OB including performance appraisal, political skill, gratitude, psychological contracts, the philosophical underpinnings of HRM, pay and compensation messages, and electronic human resource management.For example, the first article by Cleveland and Murphy considers a very controversial issue (i.e., the reasons that organizations are abandoning the use of performance appraisal). The next article by Harris, Ferris, Summers, and Munyon is extremely interesting, and focuses on how composite political skills (e.g., social astuteness, interpersonal influence ) helps individuals develop productive work relationships in organizations. The third article by Scandura and Sharif presents a very innovative model of gratitude in organizations, and the authors argue that gratitude is essential for maintaining positive social relations in organizations.The fourth article by Suazo and Stone-Romero provides an extremely comprehensive review of the theory and research on psychological contracts in organizations from 1960-2015. The subsequent article by Bae, Kang and Kim presents a very unique perspective on HRM, and considers the philosophical underpinnings of the field. The sixth article by Murray, Dulebohn, Roehling, and Werling presents a very innovative model to explain the role that organizational messages about changes in pay or compensation systems have on anticipatory pay satisfaction. The final article in the series by Johnson, Thatcher, and Burleson presents a thought-provoking framework for understanding the key role that information technology (IT) plays in the field of HRM.The series should be useful to researchers and doctoral students in the fields of HRM, OB, and Industrial and Organizational Psychology. It should also be relevant for doctoral courses and scientist-practitioners in these fields.

This volume of the series Research in Human Resource Management (HRM) focuses on a number of important issues in HRM and OB including performance appraisal, political skill, gratitude, psychological contracts, the philosophical underpinnings of HRM, pay and compensation messages, and electronic human resource management.For example, the first article by Cleveland and Murphy considers a very controversial issue (i.e., the reasons that organizations are abandoning the use of performance appraisal). The next article by Harris, Ferris, Summers, and Munyon is extremely interesting, and focuses on how composite political skills (e.g., social astuteness, interpersonal influence ) helps individuals develop productive work relationships in organizations. The third article by Scandura and Sharif presents a very innovative model of gratitude in organizations, and the authors argue that gratitude is essential for maintaining positive social relations in organizations.The fourth article by Suazo and Stone-Romero provides an extremely comprehensive review of the theory and research on psychological contracts in organizations from 1960-2015. The subsequent article by Bae, Kang and Kim presents a very unique perspective on HRM, and considers the philosophical underpinnings of the field. The sixth article by Murray, Dulebohn, Roehling, and Werling presents a very innovative model to explain the role that organizational messages about changes in pay or compensation systems have on anticipatory pay satisfaction. The final article in the series by Johnson, Thatcher, and Burleson presents a thought-provoking framework for understanding the key role that information technology (IT) plays in the field of HRM.The series should be useful to researchers and doctoral students in the fields of HRM, OB, and Industrial and Organizational Psychology. It should also be relevant for doctoral courses and scientist-practitioners in these fields.

This book contains an Open Access Chapter.The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. Native American and Indigenous Peoples' World of Work aims to fill these research gaps. It considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations. Along with The Dignity of Native Americans and Indigenous Peoples' Experiences at Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

This book contains an Open Access Chapter.The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. Native American and Indigenous Peoples' World of Work aims to fill these research gaps. It considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people’s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations. Along with The Dignity of Native Americans and Indigenous Peoples' Experiences at Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

This book contains an Open Access Chapter.The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. Native American and Indigenous Peoples' World of Work aims to fill these research gaps. It considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations. Along with The Dignity of Native Americans and Indigenous Peoples' Experiences at Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

This book contains an Open Access Chapter.The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. Native American and Indigenous Peoples' World of Work aims to fill these research gaps. It considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people’s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations. Along with The Dignity of Native Americans and Indigenous Peoples' Experiences at Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. The Dignity of Native Americans and Indigenous Peoples' Experiences at Work considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations.Along with Native American and Indigenous Peoples' World of Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. The Dignity of Native Americans and Indigenous Peoples' Experiences at Work considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people’s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations.Along with Native American and Indigenous Peoples' World of Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. The Dignity of Native Americans and Indigenous Peoples' Experiences at Work considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations.Along with Native American and Indigenous Peoples' World of Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

The UN estimates that there are approximately 476 million indigenous people around the world, and there are 1.8 million Native Americans in the USA. These individuals face recurring challenges with high rates of unemployment, poverty, unequal access to health care, low educational levels, and housing and food insecurity. They also face cultural dominance by one or more European countries, the confiscation of indigenous lands, environmental degradation, racism, higher suicide rates, shorter longevity rates, and countless indignities.Another one of the biggest challenges facing Native Americans and indigenous people is that they often experience unfair discrimination in the employment process and exclusion from work organizations, which perpetuates their high rates of poverty. Despite these problems, there has been little or no research on Native American work issues in human resource management or related fields. The Dignity of Native Americans and Indigenous Peoples' Experiences at Work considers the factors that affect unfair discrimination, racism, and the exclusion of indigenous people in work organizations; highlights the benefits of including indigenous people in organizations; develops a better understanding of indigenous people’s work values, job choices, and reward preferences so organizations can attract and retain them; and offers directions for future research and practice on the plight of indigenous people in organizations.Along with Native American and Indigenous Peoples' World of Work these volumes are unique in being the first titles on Native American or indigenous work issues, and many authors are indigenous people.

People are often stigmatized by virtue of their status on such dimensions as race, ethnicity, gender, age, weight, disability, or sexual orientation, and this book deals with the plight of those who are stigmatized in organizations. For example, they often experience prejudice, unfair discrimination, mistreatment, and exclusion from organizations and society as a whole. As a result, there has been an increased interest in developing ways to decrease the negative experiences of stigmatized groups, increase their inclusion in organizations, and ensure that they have the opportunity to enjoy a satisfying work life. Despite an increased interest in decreasing the negative experiences of stigmatized groups, most of the studies in human resource management (HR) and organizational behavior (OB) have focused on only a subset of these individuals including African-Americans, women, older workers, and people with physical disabilities (Dipboye & Colella, 2005). A number of other stigmatized groups have been practically neglected by organizational research including people with psychological disabilities (e.g., anxiety and depressive disorders), Asian Americans, immigrants, those with foreign accents, individuals with different sexual orientations, people who are single in organizations, women entering the corporate suite, and adolescents. Thus, the primary purposes of this issue of Research in HRM is to consider research on The plight of stigmatized groups in organizations, and foster research on those groups who have been neglected in organizational research.In view of these arguments, this issue (a) presents a brief review of the research on the plight of several stigmatized groups in organizations (e.g., Asian Americans, those with psychological disabilities, people who are single, women entering the corporate suite, and individuals with different sexual orientations, (b) identify needed research on these stigmatized groups, (c) offer directions for future research, and (d) consider the implications for practice that can decrease the negative experiences of these group members, and facilitate their inclusion in organizational settings.