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.
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