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A Research Agenda for Human Resource Management
The book’s expert contributors provide short and succinct reviews of 12 key topics in strategic HRM, including HR strategy and structure, talent management, selection, assessment and retention, employee engagement, workplace well-being, leadership, HR analytics, productivity, innovation, and globalisation. Each chapter identifies the strengths and gaps in our knowledge, maps out the important intellectual boundaries for their field, and outlines current and future research agendas and how these should inform practice. In examining these strategic topics the authors point to the key interfaces between the field of HRM and cognate disciplines, and enables researchers and practitioners to understand the models and theories that help tie this agenda together.
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Critical Acclaim
Contributors
Contents
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Elgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary.
This state-of-the-art book takes a forward-looking perspective on the field of Human Resource Management (HRM). Each contribution takes a view, or position, on the likely development of the HR function, and identifies interesting areas and subjects of research that would help address this future positioning.
The book’s expert contributors provide short and succinct reviews of 12 key topics in strategic HRM, including HR strategy and structure, talent management, selection, assessment and retention, employee engagement, workplace well-being, leadership, HR analytics, productivity, innovation, and globalisation. Each chapter identifies the strengths and gaps in our knowledge, maps out the important intellectual boundaries for their field, and outlines current and future research agendas and how these should inform practice. In examining these strategic topics the authors point to the key interfaces between the field of HRM and cognate disciplines, enabling researchers and practitioners to understand the models and theories that help tie this agenda together.
Offering a comprehensive guide to current research and pioneering perspectives for future avenues of inquiry, this Research Agenda will be essential reading for academics, practitioners and researchers in the field of HRM.
This state-of-the-art book takes a forward-looking perspective on the field of Human Resource Management (HRM). Each contribution takes a view, or position, on the likely development of the HR function, and identifies interesting areas and subjects of research that would help address this future positioning.
The book’s expert contributors provide short and succinct reviews of 12 key topics in strategic HRM, including HR strategy and structure, talent management, selection, assessment and retention, employee engagement, workplace well-being, leadership, HR analytics, productivity, innovation, and globalisation. Each chapter identifies the strengths and gaps in our knowledge, maps out the important intellectual boundaries for their field, and outlines current and future research agendas and how these should inform practice. In examining these strategic topics the authors point to the key interfaces between the field of HRM and cognate disciplines, enabling researchers and practitioners to understand the models and theories that help tie this agenda together.
Offering a comprehensive guide to current research and pioneering perspectives for future avenues of inquiry, this Research Agenda will be essential reading for academics, practitioners and researchers in the field of HRM.
Critical Acclaim
‘An excellent guide to the state of play and challenges in human resources. Especially useful for researchers and thoughtful practitioners interested in developing priorities for the future.’
– Peter Cappelli, University of Pennsylvania, US
‘The field of HR has reached a critical crossroads where research must meet practice in a way that benefits both. Paul Sparrow and Cary Cooper have brought together a group of expert researchers who also have deep understanding of current HR practice to provide an HR research agenda that can effectively enable the field of HR to promote the well-being and effectiveness of both organisations and the people who work in them.’
– Patrick M. Wright, University of South Carolina, US
– Peter Cappelli, University of Pennsylvania, US
‘The field of HR has reached a critical crossroads where research must meet practice in a way that benefits both. Paul Sparrow and Cary Cooper have brought together a group of expert researchers who also have deep understanding of current HR practice to provide an HR research agenda that can effectively enable the field of HR to promote the well-being and effectiveness of both organisations and the people who work in them.’
– Patrick M. Wright, University of South Carolina, US
Contributors
Contributors: J.W. Boudreau, C. Brewster, S. Cartwright, W.F. Cascio, A.H. Church, J. Coetsee, D.G. Collings, C.L. Cooper, P.C. Flood, J.A. Gruman, A. Hesketh, K. Jiang, J. Kautz, D. Lepak, C.-H. Lin, A. McDonnell, J. McMackin, W. Mayrhofer, L. Otaye-Ebede, R.E. Ployhart, A.M. Saks, K. Sanders, H. Shipton, A. Smale, P. Sparrow, H. Yang
Contents
Contents:
1. Introduction: The Future Research Agenda for HRM
Paul Sparrow and Cary L. Cooper
2. HR Strategy, Structure, and Architecture
Dave Lepak, Kaifeng Jiang and Robert E. Ployhart
3. Talent Management
David G. Collings, Anthony McDonnell and John McMackin
4. Using a Risk-Optimisation Lens: Maximizing Talent Readiness for an Uncertain Future.
Wayne F. Cascio, John W. Boudreau and Allan H. Church
5. Managing the Selection and Retention of Human Capital Resources
Robert E. Ployhart and Jason Kautz
6. Human Resource Management and Employee Engagement
Alan M. Saks and Jamie A. Gruman
7. Workplace well-being: Responsibilities, challenges and future directions
Susan Cartwright
8. Leadership Models: The Future research agenda for HRM
Johan Coetsee and Patrick C. Flood
9. Architectures of Value: Moving leaders beyond analytics and big data
Anthony Hesketh
10. HRM and Productivity
Paul Sparrow and Lilian Otaye-Ebede
11. ‘We are not creative here!’ Creativity and Innovation for non-creatives through HRM
Helen Shipton, Veronica Lin, Karin Sanders and Huadong Yang
12. Globalisation and Human Resource Management
Chris Brewster, Adam Smale and Wolfgang Mayrhofer
Index
1. Introduction: The Future Research Agenda for HRM
Paul Sparrow and Cary L. Cooper
2. HR Strategy, Structure, and Architecture
Dave Lepak, Kaifeng Jiang and Robert E. Ployhart
3. Talent Management
David G. Collings, Anthony McDonnell and John McMackin
4. Using a Risk-Optimisation Lens: Maximizing Talent Readiness for an Uncertain Future.
Wayne F. Cascio, John W. Boudreau and Allan H. Church
5. Managing the Selection and Retention of Human Capital Resources
Robert E. Ployhart and Jason Kautz
6. Human Resource Management and Employee Engagement
Alan M. Saks and Jamie A. Gruman
7. Workplace well-being: Responsibilities, challenges and future directions
Susan Cartwright
8. Leadership Models: The Future research agenda for HRM
Johan Coetsee and Patrick C. Flood
9. Architectures of Value: Moving leaders beyond analytics and big data
Anthony Hesketh
10. HRM and Productivity
Paul Sparrow and Lilian Otaye-Ebede
11. ‘We are not creative here!’ Creativity and Innovation for non-creatives through HRM
Helen Shipton, Veronica Lin, Karin Sanders and Huadong Yang
12. Globalisation and Human Resource Management
Chris Brewster, Adam Smale and Wolfgang Mayrhofer
Index
