Overview

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.

Full Product Details

9781839100062

Table of Contents

Reviews

'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.'

'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

'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

Author Information

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

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