Front Cover; Research in Personnel and Human Resources Management; Copyright Page; Contents; List of Contributors; Emotions and Emotional Regulation in HRM: A Multi-Level Perspective; The Five-Level Model; Level 1: Within-Person; Fear: The Survival Emotion; The Emotion Regulation (ER) Process Model; Level 2: Between-Persons; Level 3: Interpersonal Interactions; Interpersonal Emotional Regulation; Emotional Labor; Level 4: Teams and Workgroups; Leader-Member Exchange as a Team-Level Phenomenon; Leadership as Emotional Labor; Level 5: The Organization as a Whole Putting It All Together: Implications of Emotions and Emotional Regulation for HRMPractical HRM Implications at Levels 1 and 2; Recruitment, Selection, and Socialization; Emotional Regulation in Selection and Socialization; Performance Management; Training and Development; Emotional Regulation in Training and Development; Compensation and Benefits; Practical HRM Implications at Level 3; Interpersonal Emotion Regulation; Emotional Labor; Practical HRM Implications at Level 4; Leader-Member Exchange Theory; Leadership as Emotional Labor; Practical HRM Implications at Level 5; Conclusions AcknowledgmentsReferences; The Development of Mentoring Relationships: An Attachment Theory Perspective; Attachment Theory and Its Applications in OB Contexts; Original Attachment Theory; Attachment Theory in Adulthood; Applications of Attachment Theory in OB Contexts; Attachment Theory and Other Forms of Attachment in Organizations; Attachment Theory and Mentoring; Mentoring Phases: Implications of Attachment Theory; The Initiation Phase; The Cultivation Phase: Developing a Quality Relationship; Felt Security; Responsiveness and Felt Security; The Role of Reciprocal Support Behaviors Attachment Styles as a ModeratorMentor-Protégé Attachment Style Fit and Relationship Quality; The Separation Phase; Tendencies to Separate; Reactions to Separation; The Redefinition Phase; Influence on Future Mentoring Relationships: Beyond the Phase Model; Discussion and Conclusion; Implications for Mentoring Research; Methodological Implications; Implications for Practice; Implications for the HRM field; References; Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement; Integrative Model of Authentic Leadership Definitions: Authenticity, Authentic Leadership, and Organizational ClimateAuthenticity; Authentic Leadership; Organizational Climate; High-Performance Human Resource Practices; Skill-enhancing HR Practices; Motivation-enhancing HR Practices; Opportunity-enhancing HR Practices; Influence Processes; Positive Behavioral Modeling; Personal and Organizational Identification; Positive Emotional Contagion; Supporting Self-determination; Positive Social Exchanges; Authentic Followership; Follower Outcomes; Trust; Work Engagement; Workplace Well-being; Veritable and Sustained Performance

Research in Personnel and Human Resources Management is designed to promote theory and research on important substantive and methodological topics in the field of human resources management.