Handbook on HR Process Research: (Research Handbooks in Business and Management series)

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.

Table of 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

About the Author :
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

Review :
‘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.‘