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Handbook on HR Process Research
This forward-thinking Handbook explores cutting-edge research on how employees within firms should be managed in order to increase their wellbeing and performance.
More Information
Critical Acclaim
Contributors
Contents
More Information
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.
Critical Acclaim
‘As widely known, HRM is one of the most practical subjects in business studies. I thereby recommend this book to practitioners, especially HR managers interested in learning more about HRM research. Although the book is about academic research in HRM, more specifically HRM processes, some thought-provoking points are provided for managers to contemplate and help them understand better ways of managing their HR. Overall, this book offers insightful theoretical and empirical evidence, calling for conceptual and methodological questions to be raised by researchers, business leaders, HR professionals, line managers, and employees.’
– Li-Qun Wei, Personnel Psychology
‘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.’
– Elaine Farndale, The Pennsylvania State University, US
‘While the issues and debates around the content of HR practices has not ebbed, today more attention focuses on the processes through which these practices work. How employees perceive the strength of the HR system or make attributions regarding why certain practices exist have increasingly emerged as important research topics within the field of HR. The Handbook on HR Process Research provides a current overview of where we have been, where we are, and where we need to go.’
– Patrick Wright, University of South Carolina, US
– Li-Qun Wei, Personnel Psychology
‘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.’
– Elaine Farndale, The Pennsylvania State University, US
‘While the issues and debates around the content of HR practices has not ebbed, today more attention focuses on the processes through which these practices work. How employees perceive the strength of the HR system or make attributions regarding why certain practices exist have increasingly emerged as important research topics within the field of HR. The Handbook on HR Process Research provides a current overview of where we have been, where we are, and where we need to go.’
– Patrick Wright, University of South Carolina, US
Contributors
Contributors: T.C. Bednall, A. Bish, A. Bos-Nehles, K. Cafferkey, T. Dundon, D.E. Guest, R. Hewett, F. Jorgensen, X. Li, C. Ostroff, C. Patel, A. Rafferty, S. Riaz, K. Sanders, H. Shipton, K. Townsend, J. Trullen, M. Valverde, Y.G.T. van Rossenberg, Z. Wang, X. Wei, H. Yang, Y. Zhang
Contents
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
