Relative effectiveness and validity of mood induction procedures: a metaanalysis RAINER WESTERMANN E r n s t -M o r i~-~n~-U n i v e r s i~tAbstract The effectiveness and validity of I I important mood induction procedures (MIPs) were comparatively evaluated by meta-analyticalprocedures. Two hundred andfifty effects of the experimental induction ofpositive, elated and negative, depressed mood in adult, nonclinical samples were integrated. Effect sizes were generally larger for negative than for positive mood inductions. Thepresentation of afilm or story turnedout to be most effective in inducing both positive and negative mood states. The effects are especially large when subjects are explicitly instructed to enter the specified mood state. For elated mood, all other MIPs yielded considerably lower effectiveness scores. For the induction of negative mood states, Imagination, Velten, Music. Social Interaction and Feedback MIPs were about as effective as the Film/Story MIP without instruction. Induction effects covaried with several study characteristics. Effects tend to be smaller when demand characteristics are controlled or subjects are not informed about the purpose of the experiment. For The authors thank several anonymous reviewers for valuable comments on earlier versions of this article, and Andrea Riihenbeck and Sebastian Krapoth for help with the literature analysis. 558 R. Westermann et al. behavioural measures, effects are smaller than for self-reports but still larger than zero. Hence, the effects of MIPS can be partly, but not fully due to &mand effects. 'List of selected journals: Archiv ftir Quarterly. Zeitschrqt ftir experimentelle wrd angewandte Psychologie, Zeitschrgt ftir Sozialpsychologie. 2No relevant studies were found in Memory and Cognition, Psychosomatic Medicine, and Scandinavian Journal of Psychology. The complete reference list is available on request from the first author.

Le ModeÁ le de Culture Fit explique la manieÁ re dont l'environnement socioculturel influence la culture interne au travail et les pratiques de la direction des ressources humaines. Ce modeÁ le a e te teste sur 2003 salarie s d'entreprises prive es dans 10 pays. Les participants ont rempli un questionnaire de 57 items, destine aÁ mesurer les perceptions de la direction sur 4 dimensions socioculturelles, 6 dimensions de culture interne au travail, et les pratiques HRM (Management des Ressources Humaines) dans 3 zones territoiriales. Une analyse ponde re e par re gressions multiples, au niveau individuel, a montre que les directeurs qui caracte risaient leurs environnement socio-culturel de facË on fataliste, supposaient aussi que les employe s n'e taient pas malle ables par nature. Ces directeurs ne pratiquaient pas l'enrichissement des postes et donnaient tout pouvoir au controà le et aÁ la re mune ration en fonction des performances. Les directeurs qui appre ciaient une grande loyaute des employe s supposaient qu'ils remplissent entre eux des obligations re ciproques et s'engagaient dans la voie donnant pouvoir aux pratiques HRM. Les directeurs qui percevaient le paternalisme et une forte distance de l'autorite dans leur environnement socio-culturel, supposaient une re activite des employe s, et en outre ne pourvoyaient pas aÁ l'enrichissement des postes et aÁ la de le gation. Des modeÁ les spe cifiques aÁ la culture qui mettent en relation ces 3 groupes de variables ainsi que les applications de ces recherches pour la psychologie industrielles trans-culturellesont e te de battus.The Model of Culture Fit explains the way in which socio-cultural environment influences internal work culture and human resource management practices. This model was tested using 1,954 employees from business organisations in 10 countries. Participants completed a 57-item questionnaire which measured managerial perceptions of four socio-cultural dimensions, six internal work culture dimensions and HRM practices in three areas. Moderated multiple regressions at the individual level analysis revealed that managers who characterised their socio-cultural environment as fatalistic also assumed that employees, by nature, were not malleable. These managers did not administer job enrichment, empowering supervision, and performance± reward contingency. Managers who valued high loyalty assumed that employees should fulfil obligations to one another, and engaged in empowering HR practices. Managers who perceived paternalism and high power distance in their socio-cultural environment assumed employee reactivity, and furthermore, did not provide job enrichment and empowerment. Culturespecific patterns of relationships among the three sets of variables, as well as implications of this research for cross-cultural industrial/organisational psychology, are discussed.

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The field of 'international human resource management' (IHRM) research has grown extensively over the last few decades. Since André Laurent in 1986 described the field as being in the infancy stage of development (Laurent, 1986), we have witnessed a rapid transformation of the field of IHRM research. The establishment in 1991 of the International Journal of Human Resource Management, that mostly publishes articles within IHRM, was an important milestone. For the first time there was a 'home journal' for scholars pursuing IHRM research. At the same time, a significant number of IHRM articles were published in prestigious management journals like Academy of Management Journal, Administrative Science Quarterly and Organization Science. The number of conferences and workshops dedicated to IHRM research has also increased. By the time this book is in print, the Eighth Conference on International Human Resource Management will have been held. While growing in size, the field has also expanded in scope. It has shifted from an early focus on the topic areas of top management attitudes and staffing decisions in multinational corporations (MNCs) (Edström & Galbraith, 1977; Perlmutter, 1969) and expatriate adjustment and performance (Torbiörn, 1982; Tung, 1981) to a field characterized by a high degree of diversity, cross-fertilization of ideas from different disciplines, and ambiguous delineations of what is included in the field and what is not. In this Handbook we define the field of IHRM broadly to cover all issues related to the management of people in an international context. Hence our definition of IHRM covers a wide range of human resource issues facing MNCs in different parts of their organizations. Additionally we include comparative analyses of HRM in different countries. Development of the field of IHRM research Although the coining and spreading of the term 'international human resource management' took place only in the late 1980s and early 1990s, the history of what we view as IHRM research arguably covers a time span of some 30 years. Much of the early work focused on staffing decisions in

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