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Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research:

Published on Jan 3, 2019in Journal of Management 9.06
· DOI :10.1177/0149206318816179
David S. Steffensen (MT: Middle Tennessee State University), B. Parker Ellen8
Estimated H-index: 8
(NU: Northeastern University)
+ 1 AuthorsGerald R. Ferris (FSU: Florida State University)
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Abstract
Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for researc...
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References102
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Maria Boada-Cuerva1
Estimated H-index: 1
,
Jordi Trullen9
Estimated H-index: 9
(Ramon Llull University),
Mireia Valverde13
Estimated H-index: 13
AbstractDespite the significant influence that top management exerts on different aspects of people management, it remains the missing stakeholder in the HRM literature. In this paper, we take stock of previous research, and conclude that it is scarce and lacks consolidation. On the basis of our findings, but also thinking in terms of what is still missing, we develop a conceptual framework that may guide further research, advocating for the need to consider co-evolutionary approaches in an atte...
Published on Sep 1, 2018in Human Resource Management Review 3.63
Carol Gill8
Estimated H-index: 8
(University of Melbourne),
William L. Gardner34
Estimated H-index: 34
(TTU: Texas Tech University)
+ 1 AuthorsKathleen Vangronsvelt1
Estimated H-index: 1
(Katholieke Universiteit Leuven)
Abstract Prior work has questioned whether human resource management (HRM) lives up to the organizational benefits it espouses. The intentions underlying human resource (HR) practices often differ from how they are implemented by line managers or how they are ultimately perceived by followers, thus undermining the strength of the HR system in influencing organizational outcomes and with them the overall reputation of HRM. We argue that line managers, specifically those who display authentic lead...
Published on Sep 1, 2018in Human Resource Management 2.93
Hoa Do3
Estimated H-index: 3
(Ton Duc Thang University),
Pawan Budhwar46
Estimated H-index: 46
(Aston University),
Charmi Patel4
Estimated H-index: 4
(University of Reading)
This research examines the relationship between innovation-led strategy and innovation-led HR policy (hereafter, management initiatives), and innovation performance. Our research model is theorised and tested in the Vietnamese context, based on servant leadership theory and componential theory of creativity. We draw upon constructs of management initiatives, servant leadership, employee creativity, and firm innovation to hypothesize serial mediation mechanisms linking management initiatives to f...
Published on Sep 1, 2018in Human Resource Management 2.93
Joo Hun Han3
Estimated H-index: 3
(RU: Rutgers University),
Hui Liao26
Estimated H-index: 26
(UMD: University of Maryland, College Park)
+ 1 AuthorsSeongsu Kim12
Estimated H-index: 12
(SNU: Seoul National University)
Published on Sep 1, 2018in Human Resource Management Review 3.63
Zachary A. Russell4
Estimated H-index: 4
(Xavier University),
David S. Steffensen1
Estimated H-index: 1
(FSU: Florida State University)
+ 3 AuthorsGerald R. Ferris75
Estimated H-index: 75
(FSU: Florida State University)
Abstract Human resource management (HRM) research has documented the importance of high performance work practices (HPWPs) to organizations, and recent efforts have argued for increasing attention to the role of line manager implementation of HPWPs. To date, research in this area has focused largely on the organizational or employee implications of HPWP implementation, ignoring the process through which implementation affects outcomes. In this article, we use theory on impression formation to de...
Published on Sep 1, 2018in Journal of Management 9.06
Jongwook Pak2
Estimated H-index: 2
(SNU: Seoul National University),
Seongsu Kim12
Estimated H-index: 12
(SNU: Seoul National University)
Recently, capturing within-organization variability during the implementation of high performance work systems (HPWS) has received considerable attention; however, the source of such variability has rarely been considered. If the utilization of HPWS is positively related to performance outcomes, examining factors contributing to an effective implementation may yield significant theoretical and practical implications. For this purpose, this study extends the extant HPWS literature in two ways. Fi...
Published on Jul 1, 2018in Human Resource Management 2.93
Jill A. Gould2
Estimated H-index: 2
(UniSA: University of South Australia),
Carol T. Kulik36
Estimated H-index: 36
(UniSA: University of South Australia),
Shruti R. Sardeshmukh9
Estimated H-index: 9
(UniSA: University of South Australia)
Published on Apr 1, 2018in Journal of Management 9.06
Zhong-Xing Su3
Estimated H-index: 3
(RUC: Renmin University of China),
Patrick M. Wright52
Estimated H-index: 52
,
Mike Ulrich7
Estimated H-index: 7
(USC: University of South Carolina)
Drawing from strategic human resource management and organizational theory, this article develops an integrated typology of employee governance. This typology is based on the dimensions of eliciting employees’ commitment to the organization (commitment-eliciting) and achieving employees’ compliance to rules (compliance-achieving), which yields four approaches to governing employees: disciplined governance, bonded governance, hybrid governance, and unstructured governance. Results from 337 firms ...
Published on Mar 1, 2018in Human Resource Management 2.93
Frank Mullins2
Estimated H-index: 2
(UAH: University of Alabama in Huntsville),
Jeanne Holmes1
Estimated H-index: 1
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