Eugene F. Stone-Romero’s research while affiliated with The University of Texas at San Antonio and other places

Call for Papers Proposals will be accepted until March 1, 2023. Send to Diannastone2015@gmail.com Native American and Indigeneous Persons' Work Issues Research in Human Resource Management The U. S. Bureau of the Census (2022) estimates that there are 6.79 million Native Americans in the U. S. which is 2.09% of the entire population. Further, there are about 574 federally recognized Native American tribes in the nation. In addition, the World Bank reports that there are 476 million Indigenous People worldwide, and they make up about 6 percent of the global population. Many of these individuals live in poverty, have a low life expectancy, and have difficulty gaining access to jobs (World Bank, 2022). There are several reasons for this including: unfair discrimination or prejudice, the fact that reservations are located in remote locations with few employers, many of these individuals have lower levels of education than their counterparts, and differences in cultural values create a variety of challenges for them in work organizations (e.g., role ambiguity, lack of specific skills and abilities.) Although there are a large number of Indigeneous people around the world, relatively little research has focused on their work issues (Stone et al., 2022). Thus, the primary goal of the present special issue is to spark interest in research on a variety of issues that Native American and Indigeneous people experience in the work place. Thus, we would like to ask authors to submit their papers for the special issue. Topics for the special issue should focus on micro-oriented OB, HR, and I&O psychology work (individual and small group level) issues facing Native Americans and Indigeneous persons. Suggested topics include, but are not limited to: work values, factors affecting their job satisfaction, enhancing well being, differences in their cultural values and the impact on HR practices (e.g., recruitment, training, rewards,) alternative work arrangements, the unique talents and skills these individuals bring to the workforce, etc. All final papers are be due November 1, 2023. If you or someone you know is interested in submitting a paper please email Diannastone2015@gmail.com and include a couple of sentences on your topic. We will ask you to submit a short proposal (1-3 pages) by November 1, 2022.. Note that Research in HRM is a peer reviewed research series so all papers will be reviewed by two subject matter experts and the editors. Please send this email to others who conduct research in Indigeneous persons' work issues. Thank you, Dianna Stone Editor, Research in HRM diannastone2015@gmail.com

Empirical research in Human Resource Management (HRM) and the related fields of industrial and organizational psychology, and organizational behavior has focused on such issues as recruiting, testing, selection, training, motivation, compensation, and employee well-being. A review of the literature on these and other topics suggests that less than optimal methods have often been used in HRM studies. Among the methods-related problems are using (a) measures or manipulations that have little or no construct validity, (b) samples of units (e.g., participants, organizations) that bear little or no correspondence to target populations, (c) research designs that have little or no potential for supporting valid causal inferences, (d) samples that are too small to provide for adequate statistical power, and (e) data analytic strategies that are inappropriate for the issues addressed by a study. As a result, our understanding of various HRM phenomena has suffered and improved methods may serve to enhance both the science and practice of HRM and allied disciplines. In view of the above, the purpose of this Special Issue (SI) of Research in Human Resource Management is to provide researchers with resources that will enable them to improve the internal validity, external validity, construct validity, and statistical conclusion validity (Campbell & Stanley, 1963; Cook & Campbell, 1976, 1979; Shadish, Cook & Campbell, 2002) of research in HRM. Sound research in these fields should serve to improve both the science and practice of HRM. In the interest of promoting such research the authors of chapters in this SI specify research methods-related problems in HRM and offer recommendations for dealing with them.

In this volume we consider the overall validity of inferences stemming from empirical research in human resource management (HRM), industrial and organizational psychology, organizational behavior, and allied fields. The chapters address the overall validity of inferences as a function of four facets of validity, i.e., internal, external, construct, and statistical conclusion validity. The contributions address validity issues for specific foci of study (e.g., interviews, safety, organizational politics) as well as span multiple foci (e.g., neglected research methods, causal inferences, and heteroscedasticity in measured variables). The general objective is to provide basic and applied researchers with "tools" that will help them design and conduct empirical studies that have high levels of validity, improving both the science ad practice of HRM.

Edited by: Eugene F. Stone-Romero, University of New Mexico, and Patrick J. Rosopa, Clemson University, Information Age Publishing A volume in Research in Human Resource Management Series Editors: Dianna L. Stone, Universities at New Mexico, Albany, & Virginia Tech, & James H. Dulebohn, Michigan State University Copies can be obtained through Information Age Publishing about May 15, 2020. https://www.infoagepub.com/products/Research-Methods-in-Human-Resource-Management The purpose of this volume of Research in Human Resource Management is to provide basic and applied researchers with resources that will enable them to improve the internal validity, external validity, construct validity, and statistical conclusion validity of research in HRM, and the related field of industrial and organizational psychology. Sound research in these fields should serve to improve both science and practice. CONTENTS: Perspectives on the Validity of Inferences from Research in Human Resource Management, Eugene F. Stone-Romero and Patrick J. Rosopa. Advances in Research Methods: What Have We Neglected? Neal Schmitt. Research Design and Causal Inferences in Human Resource Management Research, Eugene F. Stone-Romero. Kappa, and Alpha, and Pi, Oh My: Heteroscedasticity in Organizational Research, Amber N. Schroeder, Patrick J. Rosopa, Julia H. Whitaker, Ian N. Fairbanks, and Phoebe Xoxakos. Beyond Traditional Interrater Reliability Using Gwet’s AC1 Statistic, Julie I. Hancock, James M. Vardaman, and David G. Allen. Kappa and Evaluating Job Performance Measures: Criteria for Criteria, Angelo S. DeNisi and Kevin R. Murphy. Research Methods in Organizational Politics: Issues, Challenges, and Opportunities, Liam P. Maher, Zachary A. Russell, Samantha L. Jordan, Gerald R. Ferris, and Wayne A. Hochwarter.

Stigmas are discrediting attributes of targets that stem from a negative discrepancy between their actual social identity (i.e., the way a target is perceived by an observer) and their virtual social identity (i.e., the observer’s beliefs about the ideal attributes of an individual in a role). Targets (e.g., job applicants) can be stigmatized on the basis of a host of attributes, including those that relate to their physical characteristics (e.g., attractiveness), membership in social categories (e.g., religious affiliation), and character (e.g., mental illness). Stigmatization is a very important phenomenon in organizations because it can affect the way that job recruits, applicants, and incumbents are treated. Thus, this article (a) reviews the literature on stigmas, (b) presents a model of stigmatization in organizations, (c) details the purpose, methods, and results of an empirical study concerned with the scaling of 45 potentially stigmatizing attributes of an applicant for a managerial job, and (d) considers the implications of the study for such human resource practices as recruitment, selection, placement, compensation, and performance appraisal.