Apologies for any cross posting:
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August issue articles
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A new issue of Human Relations is available online: August 2014; Vol. 67, No. 8 - we hope you enjoy reading these articles.
The entire issue can be accessed online at: http://hum.sagepub.com/content/67/8?etoc
Towards a negative ontology of leadership
Simon Kelly
http://hum.sagepub.com/content/67/8/905?etoc
Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context
Michael J Tews, John W Michel, and David G Allen
http://hum.sagepub.com/content/67/8/923?etoc
Modeling team knowledge sharing and team flexibility: The role of within-team competition
Hongwei He, Yehuda Baruch, and Chieh-Peng Lin
http://hum.sagepub.com/content/67/8/947?etoc
Work–nonwork conflict and burnout: A meta-analysis
Corinna Reichl, Michael P Leiter, and Frank M Spinath
http://hum.sagepub.com/content/67/8/979?etoc
A complexity perspective of a meta-organization team: The role of destabilizing and stabilizing tensions
Stephanie T Solansky, Tammy E Beck, and Deandra Travis
http://hum.sagepub.com/content/67/8/1007?etoc
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Free access in July to our latest Special Issue!
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Special Issue: When it can be good to feel bad, and bad to feel good: Exploring asymmetries in workplace emotional outcomes
Guest Editors: Dirk Lindebaum and Peter J Jordan
When it can be good to feel bad, and bad to feel good: Exploring asymmetries in workplace emotional outcomes
Dirk Lindebaum and Peter J Jordan
http://hum.sagepub.com/content/early/2014/07/09/0018726714535824.full.pdf+html
Understanding when leader negative emotional expression enhances follower performance: The moderating roles of follower personality traits and perceived leader power
Nai-Wen Chi and Ta-Rui Ho
http://hum.sagepub.com/content/early/2014/06/03/0018726714526626.full.pdf+html
Emotional roulette? Symmetrical and asymmetrical emotion regulation outcomes from coworker interactions about positive and negative work events
Constance Hadley
http://hum.sagepub.com/content/early/2014/06/04/0018726714529316.full.pdf+html
Transformation through tension: Dysfunction to performance (and vice versa) through negative affect in teams
Rebecca Mitchell, Brendan Boyle, Vicki Parker, Michelle Giles, Pauline Joyce and Vico Chiang
http://hum.sagepub.com/content/early/2014/05/19/0018726714521645.full.pdf+html
Podcast interview: Rebecca Mitchell discusses her research into tension in the workplace and how this can sometimes be a good thing
http://hwcdn.libsyn.com/p/b/4/d/b4d0ed78fb3fc03f/HumanRelations_Podcast_8_Tension_in_the_Workplace_FINAL.mp3?c_id=7220006&expiration=1403786615&hwt=20751ffa6c3e7bf09b7e46fdac7dbdc5
'Why would you want to do that?': Defining emotional dirty work
Robert McMurray and Jenna Ward
http://hum.sagepub.com/content/early/2014/04/10/0018726714525975.full.pdf+html
Understanding the positive and negative effects of emotional expressions in organizations: EASI does it
Gerben A van Kleef
http://hum.sagepub.com/content/early/2014/02/05/0018726713510329.full.pdf+html
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Recent OnlineFirst preview articles (26 June to 9 July 2014)
http://hum.sagepub.com/content/early/recent
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Explaining compliance: A multi-actor framework for understanding labour law compliance in China
Sunwook Chung
http://hum.sagepub.com/content/early/2014/06/30/0018726714530013?papetoc
The (non)distribution of leadership roles: Considering leadership practices and configurations
Samia Chreim
http://hum.sagepub.com/content/early/2014/06/30/0018726714532148?papetoc
Competence in professional practice: A practice theory analysis of police and doctors
Ola Lindberg and Oscar Rantatalo
http://hum.sagepub.com/content/early/2014/06/30/0018726714532666?papetoc
Rhetoric of stability and change: The organizational identity work of institutional leadership
Benjamin D Golant, John AA Sillince, Charles Harvey, and Mairi Maclean
http://hum.sagepub.com/content/early/2014/07/02/0018726714532966?papetoc
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July free-access article
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This article will be free to access until 31 July 2014:
Positive employee attitudes: How much human resource management do you need?
Michael White and Alex Bryson
Human Relations 2013; 66 (3): 385–406, DOI: 10.1177/0018726712465096
http://hum.sagepub.com/content/66/3/385.full
Abstract
We propose a selective view of human resource management (HRM) that is guided by work motivation theory, arguing that one of the means by which firms achieve higher performance is by investing in certain forms of HRM practice that help fulfil intrinsic work values and thereby influence employees' attitudes to their jobs and to the firm in a positive direction. Additionally, an accumulation of complementary practices has important communicative functions that intensify positive employee attitudes. Using nationally representative linked employer–employee data for Britain, we investigate the strength and form of the association between the array of practices deployed by the workplace on one hand, and organizational commitment (OC) and intrinsic job satisfaction (IJS) on the other – two types of job attitude that research has shown to be related to a range of performance measures. We find strong evidence that the relationship between employee job attitudes and our measure of HRM is non-linear, rising chiefly at higher levels of HRM. Results are robust to altered composition of the HRM index. Higher OC and IJS emerge at HRM intensity values which are attained by roughly half the British population of workplaces.
Best wishes
Claire Castle
Managing Editor, Human Relations
Email: c.castle@tavinstitute.org
Website: www.humanrelationsjournal.org
Submission guidance: http://www.tavinstitute.org/humanrelations/submit_paper.html
Human Relations 2012 Impact Factor:
2-year impact factor: 1.938
5-year impact factor: 2.901
Source: 2012 Journal Citation Reports® (Thomson Reuters, 2013)