Research in personnel and human resources management. volume 40 / edited by M. Ronald Buckley (University of Oklahoma, USA), Anthony R. Wheeler (Widener University, USA), John E. Baur (University of Nevada, Las Vegas, USA), and Jonathon R. B. Halbesleben (University of Texas at San Antonio, USA).

Includes bibliographical references and index.

Chapter 1. Unlocking the potential of other-ratings for human resource management research / Jill E. Ellingson and Kristina Tirol-Carmody -- Chapter 2. The human resource ecosystem: Reconciling alignment and disruption / Scott A. Snell, Shad S. Morris, and Brennen Serre -- Chapter 3. Reconstructing constructive deviance: The development of a positive employee model for human resource management / John E. Baur -- Chapter 4. Beyond productivity: Incentive effects on alternative outcomes / Tae-Youn Park, Reed Eaglesham, Jason D. Shaw, and M. Diane Burton -- Chapter 5. The data are coming! Reconceptualizing big data for the organizational sciences / Michael Howe, James K. Summers, and Jacob A. Holwerda -- Chapter 6. The "why" and "how" of human resource (hr) practices: A critical review of the antecedents and consequences of employee hr attributions research / Dishi Hu and In-Sue Oh -- Chapter 7. Building thriving workforces from the top down: A call and research agenda for organizations to proactively support employee well-being / Allison S. Gabriel, David F. Arena Jr. ,Charles Calderwood ,Joanna Tochman Campbell, Nitya Chawla, Emily S. Corwin, Maira E. Ezerins, Kristen P. Jones, Anthony C. Klotz, Jeffrey D. Larson, Angelica Leigh, Rebecca L. MacGowan, Christina M. Moran, Devalina Nag, Kristie M. Rogers, Christopher C. Rosen, Katina B. Sawyer, Kristen M. Shockley, Lauren S. Simon, and Kate P. Zipay.

Volume 40 of Research in Personnel and Human Resources Management offers several original scholarly contributions written by thought leaders in the field of human resources management. These chapters feature the latest research exploring emerging new areas of HRM management. Chapters include analysis of "other-rating" alternatives to traditional self-survey information gathering, how governance mechanisms might be utilized to help firms achieve a balance between alignment and disruption, multi-stakeholder approaches to constructive deviance in the workplace, and how thoughtfully constructed incentives can be used to improve other outcomes such as safety, quality, prosocial behaviors, and creativity.