The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.
Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.
The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.
The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.
The purpose of this study is to explore unionization’s impact on university department chairs for academic human resource decision-making in terms of faculty hiring; re-employment, promotion and tenure; other faculty evaluation decisions; and discipline and discharge.
The subjects were department chairs with more than one year of experience in institutions with faculty bargaining units in the USA. Half of the department chairs were members of the bargaining unit and half were not members of the bargaining unit. T-test and Chi square statistics were used to examine and compare 136 chair responses.
While there were significant differences between the groups when making all academic human resource decisions based on role affiliation, there was a weak identification as a bargaining unit member. There was no difference between groups when determining how the participants perceived the process rules, and the majority of the responses indicated membership in the union does not complicate making academic human resource decisions.
Based on these findings, this study provides the first empirical evidence against a long-held administrative belief department chairs should not be unionized as they will side with union colleagues in difficult academic human resource cases. The findings of this study also produce three key recommendations for practice and faculty development.
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