Research examining the relationship between work stress and well-being has flourished over the past 20 years. At the same time, research on physiological stress processes has also advanced significantly. One of the major advances in this literature has been the emergence of the Allostatic Load model as a central organizing theory for understanding the physiology of stress. In this article, the Allostatic Load model is used as an organizing framework for reviewing the vast literature that has considered health outcomes that are associated with exposure to psychosocial stressors at work. This review spans multiple disciplines and includes a critical discussion of management and applied psychology research, epidemiological studies, and recent developments in biology, neuroendocrinology, and physiology that provide insight into how workplace experiences affect well-being. The authors critically review the literature within an Allostatic Load framework, with a focus on primary (e.g., stress hormones, anxiety and tension) and secondary (e.g., resting blood pressure, cholesterol, body mass index) mediators, as well as tertiary disease end points (e.g., cardiovascular disease, depression, mortality). Recommendations are provided for how future research can offer deeper insight into primary Allostatic Load processes that explain the effects of workplace experiences on mental and physical well-being.

Transparency is often cited as essential to the trust stakeholders place in organizations. However, a clear understanding of the meaning and significance of transparency has yet to emerge in the stakeholder literature. We synthesize prior research to advance a conceptual definition of transparency and articulate its dimensions, and posit how transparency contributes to trust in organization-stakeholder relationships. We draw from this analysis to explicate the mechanisms organizations can employ that influence transparency perceptions.

Despite the importance of trust across multiple levels in organizations, extant reviews have focused predominantly on trust at the individual level. A systematic review of trust research across levels and trust referents is sorely needed to synthesize the growing number of both micro and macro studies on this topic. Moreover, as trust is a linchpin for divergent areas, such as negotiation, leadership, team processes, human resource management, organizational change, entrepreneurship, and strategic alliances, a multilevel–multireferent review of trust can facilitate integration in the field of organizational sciences. In this review, the authors adopt a levels-of-analysis approach to organize the research on trust between 2000 and 2011 in multiple referents that include interpersonal, team, and organization at the individual, team, and organizational levels and analyze the similarities and differences in antecedents, consequences, and theoretical perspectives dominant at each level. Building on this foundation, the authors identify current strengths, weaknesses, and research gaps; offer recommendations for integration across levels and referents; and discuss lingering questions that research so far has overlooked. In doing so, the review offers a systematic and comprehensive view of the current state of the trust literature in organizational sciences and provides a blueprint for future research.

Applicant attraction is vital to the success of an organization. Despite its importance, however, research on it has tended to proceed in a relatively piecemeal way. Accordingly, the authors present a framework for attraction research through an examination of the underlying relevant theories. Specifically, they identify three overarching metatheories focusing on environment processing, interactionist processing, and self-processing that form the basis for their theoretical model. The authors conclude with an examination of future research directions.

We conducted a meta-analysis of correlations between role ambiguity and job performance and role conflict and job performance. Previous meta-analyses of these role constructs and performance relationships (e.g., Jackson & Schuler, 1985) were limited by small sample sizes and sparse reporting of reliability estimates in primary studies. The present study used a comprehensive database with a larger sample size and a distribution of interrater reliabilities to extend the previous findings. We also tested moderator hypotheses proposed but not conducted by Jackson and Schuler. Results revealed a negative relationship (r52.21) between role ambiguity and job performance with moderating influences due to job type and rating source. A negligible relationship (r52.07) was observed for role conflict and job performance, a finding consistent across job types and rating sources. Conclusions were that role ambiguity ought not to be dismissed as an unimportant variable in the job performance domain.

The potential effects of attrition in longitudinal research are addressed and a procedure for assessing its effects is recommended. We recommend that researchers assess the effects of subject attrition on their data by assessing: (1) the presence of non-random sampling using multiple logistic regression, (2) mean differences on the study’s variables between those who responded and did not respond to the subsequent data collection, (3) the restriction or enhancement of variances, and (4) changes in relationships among variables due to attrition. We demonstrate the procedure using data collected from a random sample of employed adults in the US regarding job satisfaction, job characteristics, demographics, and mood. In our data, subject attrition led to non-random sampling, affected the means and variances of some of the variables, but did not affect the relationships among the variables. The effects of subject attrition may be sample specific, but the procedure recommended for assessing its effects may be used in other data sets and substantive areas.

In this study we review over thirty years of succession research in an effort to discern what we know conclusively about the subject, what we do not know because of mixed results, and what has not yet been studied. We begin by answering two key questions: (1) Why is succession such an important topic? and (2) What makes CEO succession different from other types of turnover? Next, we explore the three key stages of succession research. The first phase covers the period from the 1950s to the 1960s. This period is best described as the emergence of the field. The second phase, covering the 1970s reflects a period of theory building and empirical investigation. The final phase from the 1980s to the present is characterized by review and explosive growth. Following our review, we use these combined studies to create an overall model of succession-a model designed to offer prescriptions as to where researchers have been and where they should be going in the future.

Critics have argued that the field of human resource management (HRM) lacks a coherent theoreticalframework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agencyltransaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are usefulfor understanding both strategic and non-strategic determinants of HR practices. Finally, the implications of a stronger theoretical approach to SHRM research and practice are discussed.

This paper suggests that a variety of individual, job-related, and organizational factors influence whether employees reach career plateaus. The importance of examining causes of career plateaus is discussed in terms of managing career development more effectively and in terms of conducting further research in the area.