Front Cover -- Research in Personnel and Human Resources Management -- Copyright page -- Contents -- List of Contributors -- Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders -- Conceptual Definition of Employee Maintenance -- Toward an Employee Maintenance Model -- Behavioral Risk Factors -- Extreme Deviations from Task Performance Requirements -- Inconsistent Task Performance -- Proactive Involvement in Work Design -- Counterproductive Work Behavior (CWB) -- Self-Interested Behavior -- Needy and Dependent Behavior -- Proximal Outcomes of Leader Maintenance Perceptions -- Affect and Attitudes -- Affect -- Attitudes -- Self-Regulation Impairment -- Distal Outcomes of Leader Maintenance Perceptions -- Hostility -- Withdrawal -- Mentoring and Support -- Feedback Loops to the Behavioral Risk Factors -- Social Context Factors -- Characteristics of Managerial Leaders -- Relational Characteristics -- Team Characteristics -- Additional Opportunities for Theoretical Refinement and Elaboration -- Concluding Comments -- References -- On the Turning Away: An Exploration of the Employee Resignation Process -- Voluntary Turnover -- Prior Treatment of the Resignation Process -- A Model of the Resignation Process -- The Formulation Stage -- Confiding in Others -- Family -- Personal Friends -- Customers and Suppliers -- Co-workers -- Manager -- Mentor -- Nondisclosure -- Gathering Information -- Advice from Those Confided in -- Prior Resignation Experience -- Internet -- Company Policy -- Future Employer -- Industry Norms -- Other Relevant Formulation Stage Activities -- Financial Preparation -- Accrued Paid Time off -- Job Search -- Formal Resignation Letter Writing -- Workspace Preparation for Departure -- Giving up Perks -- Departing to a Different Job in the Same Organization.

Role of Individual Differences during the Formulation Period -- The Announcement Stage -- Target of the Message -- Manager -- Human Resources Representative -- Other Organizational Leaders -- Subordinates -- Third-Party Announcement -- The Announcement Setting -- Communication Medium -- Timing -- Place -- The Announcement Meeting -- Formal Letter -- Reason for Resigning -- Emotions Expressed -- Reaction of Receiver of the Announcement -- Emotional Reactions -- Negotiation of Notice Period -- Counteroffer -- Decision Whether to Honor the Notice Period or Not -- Role of Individual Differences during the Announcement Stage -- The Notice Stage -- Changes in Performance -- Task Performance -- Contextual Performance -- Voicing Behavior -- Organizational Impact -- Exit Interviews -- Impact on Others -- Impact on Teams -- Impact on Subordinates -- Impact on Supervisor -- Farewell Messages -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Role of Individual Differences during the Notice Period -- Voice Behaviors -- Impact on Others -- Counterproductive Workplace Behaviors -- Remaining Engaged -- Conclusion -- References -- Managing Workplace Ethics: An Extended Conceptualization of Ethical Sensemaking and the Facilitative Role of Human Resources -- A Brief Introduction to Business Ethics and Sensemaking -- An Extended Conceptualization of the Ethical Sensemaking Model -- First-Order Constraints -- Second-Order Constraints -- Framing -- Emotion Regulation -- Forecasting -- Self-Reflection -- Mental Model Formation and Decision Making -- Affect -- Personal Goals -- Expertise -- Experience -- Personality and Beliefs -- Stakeholders -- Social Press -- Professional Goals -- Personal Worldview -- Model Summary -- The Facilitative Role of Human Resource Management -- Preventative HR Interventions -- Organizational Culture and Leadership.

Recruitment and Selection -- Employee Socialization and Training -- Performance Appraisal and Compensation -- Maintenance and Restorative HR Interventions -- Analysis of Ethical Events -- Reporting and Accountability Systems -- After-Action Reviews and Remediation -- Limitations -- Implications -- Future Research Directions -- Conclusion -- Acknowledgments -- References -- Diversity Climate in Organizations: Current Wisdom and Domains of Uncertainty -- Origins of Diversity Climate Research -- Current Wisdom on Diversity Climate -- Individual-Level Studies -- Theory and Findings -- Summary -- Limitations of Individual-Level Studies -- Aggregate-Level Studies -- Theory and Findings -- Summary -- Limitations of Aggregate-Level Studies -- Domains of Uncertainty -- Theoretical Development -- Construct Validity -- Levels of Analysis -- Antecedents of Diversity Climate -- Strategic Integration -- Conclusion -- References -- Safety at Work: Individual and Organizational Factors in Workplace Accidents and Mistreatment -- Safety Hazards and Safety Outcomes -- Incidence of Accidents/Injuries and Mistreatment -- A Basic Framework -- Distal Environment: Climate and Leadership -- Safety Climate -- Mistreatment Climates -- Violence Prevention Climate -- Civility Climate -- Bullying Climate -- Connections among Climate Types -- Safety and Violence Prevention Leadership -- Safety-Specific Leadership -- Leadership Quality and Style -- Individual Differences -- Five-Factor Model of Personality -- Conscientiousness -- Agreeableness -- Extraversion -- Openness to Experience -- Emotional Stability -- Self-Esteem -- Locus of Control -- Demographics -- Gender -- Age -- Conclusions -- Acknowledgment -- References -- How Do We Know When We Are Treated Fairly? Justice Rules and Fairness Judgments -- Justice Rules: An Overview with Three Meta-Theoretical Dualities.

"Justice" versus "Fairness" -- Implications of This Duality for the Study of Justice Rules -- Implications of This Duality for the Study of Justice Rules -- "Indirect" Measures versus "Direct" Measures -- Implications of This Duality for the Study of Justice Rules -- Why This Duality Is Important? -- "Normative" Approaches versus "Descriptive" Approaches -- The Justice Ideals of Those We Research as a Normative Standard -- The Normative Standards of the Field of Organizational Justice -- External Philosophical Standards -- Specific Rules for Distributive, Procedural, and Interactional Justice -- Rules for Distributive Justice -- Equity -- Equality -- Need -- Issues in Applying Distributive Justice Rules -- Some Conclusions before Moving on -- Rules for Procedural Justice -- Consistency -- Bias-Suppression -- Accuracy -- Correctability -- Representativeness -- Ethicality -- Issues in Applying Procedural Justice Rules: Too Much of a Good Thing? -- Issues in Applying Procedural Justice Rules: Interactions among Rules -- Rules for Interactional Justice -- Overview of Interactional Justice Rules -- Issues in Applying Interactional Justice Rules: Interpersonal and Informational Justice -- Issues in Applying Interactional Justice Rules: An Alternative Model -- Missing Rules -- Leventhal's (1980) Rules for Distributive Justice -- Advance Notice -- Identifying Missing Justice Rules with Person-Centric Research -- Sheppard and Lewicki (1987) -- Hollensbe et al. (2008) -- Fortin, Cropanzano, Cugueró-Escofet, and Nadisic (2014) -- Conclusion -- From Justice Rules-to-Fairness Judgment: Compositional Models -- Model 1: Justice Rules Causing Corresponding Types of Fairness Judgments -- Justice and Injustice -- Marginal Returns: The Voice Function -- Conclusions -- Tests of Model 1 -- Alternative 1: Construct Validity of the Measures.

Alternative 2: Partial Mediation -- Model 2: Justice Rules Causing Overall Fairness Assessments -- Overall Justice: An Overview -- From Justice Rules to Overall Fairness -- Differential Weighting of Justice Rules -- Weighting May also Vary among Individuals -- Model 3: Kim and Leung (2007) and a Third Possibility -- Closing Thoughts -- From Justice Rules-to-Fairness Judgment? Alternative Models and Complications -- Rule (In)stability and Change -- Motivated Reasoning and Fairness Judgments -- Motivated Reasoning and the Choice of Rules -- Motivated Reasoning and the Application of Justice Rules -- Fairness Heuristics -- Uncertainty Management -- Formalist versus Utilitarian Reasoning -- Conclusions -- References -- About the Authors.