The authors identify, analyze, and summarize prior research from 117 research articles and books that deal with age stereotypes in the workplace. They discover and report the most prevalent and well-supported findings that have implications for human resource management. These findings are described in terms of prevalent age stereotypes that occur in work settings, evidence refuting age stereotypes, and moderators of age stereotypes. The authors provide recommendations for practice and future research.

The last major narrative review of the employment interview was published over 10 years ago. Since then, 278 studies have examined numerous aspects of the interview. This review summarizes and critically examines this recent research. A framework is developed that partitions research into social, cognitive, individual difference, measurement, and outcome factors. This organizing framework allows an examination of trends over time and facilitates identification of gaps in the empirical literature. Within each of these major factors, each research topic is identified, defined, and reviewed. For each topic, the results of the previous 3 narrative reviews are briefly summarized, recent research is reviewed and critiqued, and directions for future research are identified.The employment interview continues to be one of the most popular selection and recruiting devices in organizations. Thus, it is not surprising that researchers have paid so much attention t o this important topic. However, over 10 years have elapsed since the last comprehensive narrative review of the employment interview (Harris, 1989). In this time, 278 studies have been published, which is a greater volume of work than the three previous reviews. For example, there were 25 studies,per year over the last 10 years, compared to 14 per year in Harris (1989), 17 per year The authors gratefully acknowledge the contributions of the following individuals who made helpful comments on earlier versions of this manuscript:

High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems. To address these concerns we develop a comprehensive High Performance Work Practices (HPWPs) taxonomy. We analyzed 193 peer-reviewed articles published over the past 20 years (1992-2011). We classified 61 specific practices into nine categories. We analyze the usefulness of this taxonomy using frequency, time, and countries. Directions for future research are provided.

The authors extend i-deals theory to an individual-within-a-team context. Drawing upon social comparison theory, they contend that individuals will react to their own i-deals within the context of group members' i-deals. Therefore, they examine the role of relative i-deals (an individual's i-deals relative to the team's average) in relation to employee performance. Furthermore, integrating social comparison theory with social identity theory the authors assert that the behavioral outcomes of relative i-deals are influenced by the team's social and structural attributes of team orientation and task interdependence. Finally, they contend that the perceptions of one's relative standing with the leader, or leader-member exchange social comparison (LMXSC), mediate the i-deals-outcome relationship in groups with low team orientation and task interdependence. Results of multilevel modeling using time-lagged data from 321 employees nested in 46 teams demonstrated that the positive relationship between relative i-deals and employee performance was stronger in groups with low team orientation and task interdependence, and the mediation effect of LMXSC was stronger in teams with low rather than high team orientation. (PsycINFO Database Record

We examined (1) how interviewers construct fit perceptions about applicants and (2) the relationship between these perceptions and actual hiring recommendations. It was hypothesized that actual demographic similarity and human capital similarity would indirectly affect fit perceptions. These fit perceptions would be predicted by the interviewer's perceived similarity to applicants, mediated by two factors: interviewers' liking of the applicant and interviewers' expectations of applicant performance. Actual interviewer-applicant dyads (N ¼ 118) were studied. The results indicated that the relationship between perceived similarity and fit perceptions is mediated by performance expectations but not by liking. This study provides evidence that interviewers are more rational than previous research suggested. However, the fact that human resource interviewers are more likely to perceive applicants as similar to themselves than line interviewers suggests that interviewers' neutrality is questioned.

SummaryDespite arguments for a significant negative relationship, there have been ambiguous findings on the empirical relationship between procedural justice and turnover behavior. This study attempts to clarify these past findings by examining the effects of multiple dimensions of procedural justice on the voluntary turnover behavior of nurses in a work-scheduling context (N ¼ 190). The advance notice and consistency dimensions were significantly and negatively correlated with turnover behavior. Two dimensions of procedural justice had divergent effects on actual turnover behaviors in a logistic regression model. Advance notice was negatively related to turnover, while representativeness of views was positively related to turnover.

Much of the prior literature on arbitrator acceptability is focused primarily on demographic characteristics of arbitrators and parties. This article draws from several behavioral theories to build a single conceptual model of arbitrator acceptability. Key concepts from the theory of planned behavior, control theory, organizational justice theories, and the decision making literature are integrated into a single framework that enhances our understanding of this topic and provides useful directions for future research.

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