Research in personnel and human resources management / edited by Joseph J. Martocchio, Hui Liao.

Includes bibliographical references.

Print version record.

Front cover; Research in personnel and human resources management; Copyright page; Contents; List of contributors; Chapter 1. Does national culture constrain organization culture and human resource strategy? The role of individual level mechanisms and implications for employee selection; Introduction; Management theory: Being the same or being different; Statistical significance and practical significance (effect sizes); Are HRM practices and strategies constrained?; Is organization culture constrained?; Individual level mechanisms: Estimates of the country effect size.

Country versus national culture effectsCultural distance; Discussion; Notes; References; Chapter 2. Employee help-seeking: Antecedents, consequences and new insights for future research; 1. What help-seeking is and is not; 2. Antecedents of help-seeking; 3. An integrative model of work-based help-seeking; 4. Consequences of employee help-seeking; 5. Conclusion and suggestions for future research; Acknowledgment; References; Chapter 3. Assessment centers at the crossroads: Toward a reconceptualization of assessment center exercises; Prior research on assessment center exercises.

Trait Activation as a Recent Person-Situation FrameworkTrait activation in assessment centers; Behavior observation and evaluation in assessment centers; General directions for future research; Conclusions; References; Chapter 4. The effects of anger in the workplace: When, where, and why observing anger enhances or hinders performance; Introduction; The effects of observed anger: A theoretical framework; Observed anger and work performance; Summary; Notes; References; Chapter 5. What's old is new again: Managerial ''talent'' in an historical context; Introduction.

The beginning of management developmentThe decline of management development; Discussion; Notes; References; Chapter 6. Assessing roadblocks to justice: A model of fair behavior in organizations; Fairness in Organizations; A model of fair behavior in organizations; Justice research and a five-component model; Roadblocks to justice; Implications for organizations: Selection, training, and climate; Future Research; Issues, caveats, and dilemmas; Conclusion; Notes; References.

Chapter 7. The neurotic employee: Theoretical analysis of the influence of narrow facets of neuroticism on cognitive, social, and behavioral processes relevant to job performanceIntroduction; Conceptualizations of neuroticism; Brief summary of research on the broad neuroticism trait; Proximal outcomes of narrow facets of neuroticism: social, cognitive, and behavioral; Discussion; Conclusion; Notes; Acknowledgment; References; About the Authors.

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 28 of Research in Personnel and Human Resources Management (RPHRM) contains seven papers on important issues in the field of human resources management, thus continuing the tradition of the series to develop a more informed understanding of the field. This collection of papers represents excellent scholarship and illustrates the truly interdisciplinary character of the field.

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