Handbook on HR Process Research

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.

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

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