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Setting the stage -- Human resource management: an overview -- Business ethics, corporate social responsibility, and sustainability -- Equal employment opportunity, affirmative action, and workforce diversity -- Staffing -- Strategic planning, human resource planning, and job analysis -- Recruitment -- Selection -- Performance management and training -- Performance management and appraisal -- Training and development -- Compensation -- Direct financial compensation (monetary compensation) -- Indirect financial compensation (employee benefits) -- Labor relations, employee relations, safety, and health -- Labor unions and collective bargaining -- Internal employee relations -- Employee safety, health, and wellness -- Operating in a global environment -- Global human resource management

This field study provided empirical evidence for the effects of absence culture on individual absenteeism among employees (N = 264) within five clerical units. Absence culture was derived from the aggregation of an individual-level measure of the beliefs about the perceived costs (i.e., deterrent outcomes) and benefits (i.e., encouraging outcomes) of being absent from work. It was hypothesized that these individual beliefs about absence could be aggregated meaningfully to the unit level. In addition, it was hypothesized that absence culture would explain a significant amount of variance in individual absence beyond the effects of demographics and general work attitudes. Paid and unpaid absence data for the 3-month period following collection of the beliefs measures were collected from organizational records. This study demonstrated support for the existence of an absence culture and its impact on individual absence. Implications for managing absence and suggestions for future research are discussed.

Combining Theory & Practice: A Modern Guide to Human Resources Human Resource Management addresses the study of HR in a realistic, practical, and stimulating manner. Examples of how HR management is practiced in the real world and the relationship between various HR topics are interwoven throughout the text, giving students a thorough introduction to the field based on sound theoretical concepts and practice. The Fourteenth Edition reveals HR's strategic importance to management and the overall health of an organisation. The text also addresses the ongoing shrinkage of internal HR departments as many companies shift towards HR outsourcing, HR shared service centers, and professional employer organisations. Students should walk away with an appreciation for how the HR profession continues to shed its administrative image and while focusing on mission-oriented activities

Previous research has suggested that selection procedures and performance evaluations are not unfair to minorities. Results of a meta-analysis indicated that Whites performed higher than non-Whites on cognitive ability tests (d = .464) and on supervisory ratings (d = .284), but not on objective results (d = -.009) and that validities between the tests and ratings and results were not significantly different. In addition, a comparison of predicted to actual mean standardized criterion differences between White and non-White subgroups suggested that cognitive ability underpredicted actual differences in supervisory ratings. These results imply that researchers and policymakers need to continue to evaluate fairness in testing and performance evaluation because, contrary to prior evidence, the use of cognitive ability tests may indeed be unfair to non-Whites.

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 30 of Research in Personnel and Human Resources Management (RPHRM) contains a collection of papers on important issues in the field of human resources management, including insights on employment branding, family owned firms, virtual global teams and intrinsic motivation, 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.

Overview / Joseph J. Martocchio -- Beyond knowledge sharing : withholding knowledge at work / Jane Webster, Graham Brown, David Zweig, Catherine E. Connelly, Susan Brodt, Sim Sitkin -- Job and team design : toward a more integrative conceptualization of work design / Frederick P. Morgeson, Stephen E. Humphrey -- Pushing the boundaries : a review and extension of the psychological dynamics of intergenerational conflict in organizational contexts / Leigh Plunkett Tost, Morela Hernandez, Kimberly A. Wade-Benzoni -- Exploration and exploitation business strategies and the contingent fit of alternative HR systems / Rebecca R. Kehoe, Christopher J. Collins -- Meso-level theory of accountability in organizations / Dwight D. Frink, Angela T. Hall, Alexa A. Perryman, Annette L. Ranft, Wayne A. Hochwarter, Gerald R. Ferris, M. Todd Royle -- Intentional negative behaviors at work / Nikolaos Dimotakis, Remus Ilies, Michael K. Mount -- The learning of socialization content : a framework for researching orientating practices / Howard J. Klein, Aden E. Heuser

A 6-year study tracked the effects of a group-level absence control program within a Midwestern urban bus company. By modeling employee time-use options systemically, effects were examined graphically with daily precision. Short-term nonlegitimate absence decreased and time worked increased, but unintended substitution effects occurred as employees discovered legitimate ways to exploit absence and time scheduled off. Propositions for future research and methodological insights are noted.

Time-serial statistics show the daily impact of organization development (OD) on five systemically interdependent employee time use variables across the first 2 years of an absence control intervention. Tume worked, time scheduled off, short-term excused absence, long-term excused absence, and short-term nonexcused absence all showed interdependent daily changes in annual time use as OD techniques were aggressively and widely introduced, later overtaken by events and severely restricted, and eventually replaced with a mechanistic policy-based absence control system. OD induced strong and constructive increases in work and decreases in excused forms of nonwork while it continued to operate, but those changes eroded quickly under competing pressures once investment in OD was curtailed. After the OD impetus toward self-control was replaced with a mechanistic management model, unexcused absence began to drop, but time use began shifting into excused nonwork activities. This trend eventually caused significant erosion of the gains in time worked.