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.
Table of Contents
Introduction: Celebrating and advancing the scholarship of David P. Lepak (1971–2017)
Riki Takeuchi, Yaping Gong, Corine Boon and Kaifeng Jiang
1. The human resource architecture model: A twenty-year review and future research directions
Ben Nanfeng Luo, Tuwei Sun, Cai-Hui (Veronica) Lin, Dongying Luo, Ge Qin and Jingzhou Pan
2. Clarifying and empirically assessing the concept of human capital resource emergence
Rory Eckardt, Alia Crocker and Chou-Yu Tsai
3. Investing in HR? Human resource function investments and labor productivity in US organizations
Mahesh Subramony, James P. Guthrie and John Dooney
4. Expanding the resource-based view model of strategic human resource management
Christopher J. Collins
5. The employee perspective on HR practices: A systematic literature review, integration and outlook
Jeske Van Beurden, Karina Van De Voorde and Marc Van Veldhoven
6. A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: different pathways for descriptive and evaluative reports?
Jeroen G. Meijerink, Susanne E. Beijer and Anna C. Bos-Nehles
7. High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate
Rentao Miao, Nikos Bozionelos, Wenxia Zhou and Alexander Newman
8. Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty
Zixiang Ma, Yaping Gong, Lirong Long and Yong Zhang
9. HR practice salience: explaining variance in employee reactions to HR practices
Sargam Garg, Kaifeng Jiang and David P. Lepak
