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Full Description
This book on human resource management (HRM) research builds upon and extends the work of Professor David P. Lepak who was the Berthiaume Endowed Chair of Business Leadership in the Isenberg School of Management at the University of Massachusetts Amherst. Professor Lepak was an internationally renowned HRM scholar who believed in giving back to his profession and was committed to introduce his research findings to students as well as the business community.
In addition to being a tribute to Professor Lepak and his work, this volume aims to help organizations and managers understand how to use human resource management to benefit employees while achieving organizational effectiveness. The chapters in this volume focus on strategic management of human capital resources, strategic HRM and multilevel HRM —areas of research that were central to Professor Lepak's academic contributions. These chapters together provide important theoretical and practical implications for understanding how organizations can use HRM to generate and utilize their strategic human capital resources and how HRM interacts with internal and external factors to influence important employee and organizational outcomes.
The chapters in this book were originally published as a special issue of The International Journal of Human Resource Management.
Contents
Introduction: Celebrating and advancing the scholarship of David P. Lepak (1971-2017) 1. The human resource architecture model: A twenty-year review and future research directions 2. Clarifying and empirically assessing the concept of human capital resource emergence 3. Investing in HR? Human resource function investments and labor productivity in US organizations 4. Expanding the resource based view model of strategic human resource management 5. The employee perspective on HR practices: A systematic literature review, integration and outlook 6. A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: different pathways for descriptive and evaluative reports? 7. High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate 8. Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person-job fit and goal difficulty 9.HR practice salience: Explaining variance in employee reactions to HR practices
