Handbook on HR Process Research

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