As employees' international mobility has increased, implementing repatriation processes has become a significant human resource (HR) issue. Through an exploratory study using a semi‐structured interview method, we examine repatriated employees' views about HR activities that facilitate and hinder the repatriation process in the emerging economy of India. Respondents described lack of formal repatriation assistance, no contact person in HR to help with repatriation, and lack of re‐entry culture‐related training as characteristic of the repatriation process. Managing employees' expectations, along with creating a more sensitive, structured, and strategic HR function, are recommended to improve the repatriation process. From a theoretical perspective, results point to the multi‐dimensionality of the repatriation construct and provide evidence of the context‐specificity of HR practices.

Moneyball (Lewis, 2003), a New York Times bestseller, is a book about baseball. When read through a broader lens, however, Moneyball is also a book about innovation, resistance to change, competitive advantage, achieving excellence, and, of most relevance here, human resource management. While many would agree that the radical innovation described in Moneyball represents a “new vision of management” in baseball, this article describes how Moneyball lessons might contribute to a “new vision of HRM” in various types of organizations. The focus of the article is on what HR executives and scholars can learn from the Moneyball phenomenon. More specifically, the authors address a number questions related to the Moneyball story that have relevance to successfully implementing HRM innovations; these questions have to do with overcoming resistance to the implementation of radical innovation and how HRM innovation can contribute to sustainable competitive advantage.

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Contemporary human resource planning (HRP) practice is described on the basis of a survey of 137 companies. Results indicate widespread use of simple forecasting techniques and increased acceptance of HRP during the turbulent 1980s, supporting the notion that HRP adapts to the business environment and has increasingly become a line management process. The forecasting component of HRP was found to serve several functions, the most frequent being developmental. HRP problems have evolved into concerns about the strategic planning role of HRP in the 1990s as opposed to the more technical issues of the past.

Questions about diversity training's utility and effectiveness remain despite its widespread use and the significant investments many firms make in such training. As a result, some HR practitioners have doubts about its relevance in the workplace. In this paper, we envision a future state of diversity training whereby diversity is embedded into work practices and programs through direct knowledge transfer, continuous skill development, and accountability for learning. We recommend four specific guidelines that HR leaders can follow to achieve this “future state” called A.G.E.M.—Approach, Goals, Executive Commitment, and Mandatory Attendance. We suggest that following the A.G.E.M. approach will lead to the kind of transformative behavioral changes required for effective diversity training programs.

Today, human resource executives assume prominent leadership roles in their firms and play important roles in the strategy process. Along with the expansion and evolution of the HR function, the responsibilities of coordination, control, and accountability for organizations and their leaders, particularly the CEO, remain. Forming strong relationships with CEOs thus is viewed as one way to encourage HR's prominence in the firm's overall success, particularly its financial health. In recent years, CEOs' presence in the mass media has surged as well, with some CEOs achieving celebrity status. Celebrity status has the potential to increase CEO discretion, decrease CEO accountability, and expand firm resources. As such, achieving celebrity status can affect the relationship between CEOs and HR executives in regard to accountability. In this article, we discuss accountability as a key job demand and address some of the complexities and dynamics of CEO accountability.

In this research, we aim to further our understanding of supervisors' enactment of psychosocial risk management and their own psychological responses to supporting employees through stressful work situations. Informed by event system theorizing and the special case of affective events, we examined 342 employee critical events of a stressful nature through the eyes of the supervisor. Thematic analysis revealed 16 supervisor actions that were aggregated into nine supervisor action themes that supervisors evaluated for stressfulness and effectiveness. Clustering stressfulness and effectiveness scores revealed the emergence of three supervisor groups: favorable, unfavorable, and challenge. Multinomial logistic regressions demonstrated that both organizational and supervisor psychosocial risk management capabilities reduced the odds of supervisors developing unfavorable psychological responses in relation to their supervisor action, whereas supervisors with time pressure and psychological distress had increased odds. In addition, supervisors experiencing psychological distress had a twofold likelihood of experiencing their chosen action as both stressful and effective, calling into question the potential for future benefits to arise from what might be otherwise considered a challenge experience. Overall, our findings demonstrate that pre‐existing features of the supervisor's own psychosocial work environment shape their psychological responses to having enacted psychosocial risk management, irrespective of the type of supervisor action.

Recent studies propose a theoretical framework of “eight forces” that purportedly captures all the distinct motives causing voluntary turnover decisions. Based on this framework, we develop the Turnover‐Attachment Motive Survey (TAMS) consisting of 18 scales, the most comprehensive model‐based turnover antecedent survey to date, facilitating more fully specified research models and more systematic diagnoses of turnover causes. Moreover, findings support behavioral inertia against quitting, psychological dissonance costs of quitting, supervisor continuance attachment, and coworker continuance attachment as significant predictors of turnover behavior for the first time in the literature. Overall, findings do suggest that our 18‐scale survey demonstrated adequate psychometric properties to justify its further use and development. We finally discuss the many uses of the TAMS for both turnover researchers and practitioners.

As demand increases for expatriates to manage far‐flung operations in a global economy, scholars and practitioners are focusing their attention on the factors that contribute to expatriate success. One such factor is the support that expatriates receive from host country nationals (HCNs) with whom they work. Researchers interested in understanding expatriate success have not closely examined the phenomenon from an HCN perspective, however. At the same time, although we have gained a significant understanding of the roles of psychological, organizational, and contextual variables in the international assignment, there is still much to be understood about how expatriates' demographic characteristics affect their experiences in international assignments. Current findings regarding the effects of demographic characteristics often are inconsistent, highlighting the need for more complex theorizing. This article reviews recent research on the effects of expatriate demographic characteristics and proposes a social identity approach to understanding how these characteristics affect HCN support for the expatriate. It also seeks to develop a theory that addresses discrepancies in extant empirical findings, provides propositions to guide future research in the study of expatriates, and discusses implications for both researchers and practitioners.

This research explores the possibility that devolving people‐management activities to line managers might transform an HR unit and improve its reputation within its organization. We examined the effect of devolving people‐management responsibilities to line managers on HR managers' construed image—their perceptions of the internal reputation of the HR unit. Results revealed that a devolution strategy had a positive effect on HR managers' perceptions of their unit's reputation among line managers and that this effect was partially mediated by changes in the HR function. Specifically, devolution increased HR's involvement in the operation of business units and in the organization's strategic planning. In turn, this change in HR's strategic role resulted in a more positive construed image for members of the HR unit.