Handbook on HR Process Research
Published on 9. July 2021
Book
Hardback
224 pages
978-1-83910-006-2 (ISBN)
Description
This forward-thinking Handbook explores cutting-edge research on how employees within firms should be managed in order to increase their wellbeing and performance.
Expert contributors explore an emerging stream of research in human resource management (HRM) which suggests that attention should be paid to how line managers implement HR practices and how employees perceive, understand and attribute these HR practices. Chapters consider the implications of employees' and leaders' HR attributions and their performance, HRM system strength, change, talent management and the role of line managers in the HRM process. Providing an overview of the current knowledge in the HR process research, the Handbook also discusses future avenues and directions for the field.
Demonstrating the dynamics of how HR practices impact organisational and individual outcomes, this Handbook will be critical reading for scholars and students of human resource management, organisational behaviour and research methods in business and management. It will also be beneficial for HR professionals seeking to understand how they can increase the effectiveness of their HR management.
Expert contributors explore an emerging stream of research in human resource management (HRM) which suggests that attention should be paid to how line managers implement HR practices and how employees perceive, understand and attribute these HR practices. Chapters consider the implications of employees' and leaders' HR attributions and their performance, HRM system strength, change, talent management and the role of line managers in the HRM process. Providing an overview of the current knowledge in the HR process research, the Handbook also discusses future avenues and directions for the field.
Demonstrating the dynamics of how HR practices impact organisational and individual outcomes, this Handbook will be critical reading for scholars and students of human resource management, organisational behaviour and research methods in business and management. It will also be beneficial for HR professionals seeking to understand how they can increase the effectiveness of their HR management.
Reviews / Votes
'Practitioners and scholars alike have long sought to understand how human resource management affects employee and organizational outcomes. HRM process theories help to address this enigmatic question. This edited volume is dedicated to unpacking relevant attribution and HRM system strength theories, with commentary from world-leading scholars. Through insightful theorizing and promising empirical evidence, conceptual and methodological questions pertinent to employees, line managers, organization leaders, and HR professionals are raised and addressed, setting the stage for exciting future research and practice.'More details
Series
Language
English
Place of publication
Cheltenham
United Kingdom
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
ISBN-13
978-1-83910-006-2 (9781839100062)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Edited by Karin Sanders, Professor of Human Resource Management and Organisational Behaviour, UNSW Business School, Australia, Huadong Yang, Senior Lecturer, University of Liverpool Management School and Charmi Patel, Associate Professor, Henley Business School, UK
Content
Contents:
1 Introduction to human resource management process 1
Charmi Patel, Huadong Yang and Karin Sanders
PART I THE STATE OF HR PROCESS RESEARCH
2 HR attributions: a critical review and research agenda 8
Rebecca Hewett
3 HR strength: past, current and future research 28
Karin Sanders, Timothy C. Bednall and Huadong Yang
4 Perceptions of HRM: When do we differ in perceptions?
When is it meaningful to assess such differences? 47
Yvonne G.T. van Rossenberg
PART II NEW APPLICATIONS
5 Team leaders' HR attributions and their implications on teams
and employee-level outcomes 71
Yucheng Zhang, Zhiling Wang and Xin Wei
6 Putting perceived HR credibility into the HRM process
picture: insights from the elaboration likelihood model 84
Xiaobei Li
7 HRM system strength implementation: a multi-actor process
perspective 100
Anna Bos-Nehles, Jordi Trullen and Mireia Valverde
8 The hard problem: human resource management and performance 116
Keith Townsend, Kenneth Cafferkey, Tony Dundon and Safa Riaz
9 Employee attributions of talent management 133
Adelle Bish, Helen Shipton and Frances Jorgensen
10 Change within organizations: an attributional lens 146
Karin Sanders and Alannah Rafferty
PART III STRENGTHS, WEAKNESSES AND FUTURE DIRECTIONS
11 Reflections on the HR landscape 163
Cheri Ostroff
12 The role of line managers in the HRM process 178
David E. Guest
Index
1 Introduction to human resource management process 1
Charmi Patel, Huadong Yang and Karin Sanders
PART I THE STATE OF HR PROCESS RESEARCH
2 HR attributions: a critical review and research agenda 8
Rebecca Hewett
3 HR strength: past, current and future research 28
Karin Sanders, Timothy C. Bednall and Huadong Yang
4 Perceptions of HRM: When do we differ in perceptions?
When is it meaningful to assess such differences? 47
Yvonne G.T. van Rossenberg
PART II NEW APPLICATIONS
5 Team leaders' HR attributions and their implications on teams
and employee-level outcomes 71
Yucheng Zhang, Zhiling Wang and Xin Wei
6 Putting perceived HR credibility into the HRM process
picture: insights from the elaboration likelihood model 84
Xiaobei Li
7 HRM system strength implementation: a multi-actor process
perspective 100
Anna Bos-Nehles, Jordi Trullen and Mireia Valverde
8 The hard problem: human resource management and performance 116
Keith Townsend, Kenneth Cafferkey, Tony Dundon and Safa Riaz
9 Employee attributions of talent management 133
Adelle Bish, Helen Shipton and Frances Jorgensen
10 Change within organizations: an attributional lens 146
Karin Sanders and Alannah Rafferty
PART III STRENGTHS, WEAKNESSES AND FUTURE DIRECTIONS
11 Reflections on the HR landscape 163
Cheri Ostroff
12 The role of line managers in the HRM process 178
David E. Guest
Index