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9781839100062

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'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

'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.'

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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