The Future of Human Resource Management

by Brian Murray, James H. Dulebohn, Dianna L. Stone, Kimberly M. Lukaszewski

Overview

This book contains an Open Access chapter

The landscape of human resource management (HRM) is evolving more rapidly than ever. Human resource managers are facing new and previously unimagined challenges ranging from the rise of artificial intelligence to the shift to work-from-home arrangements. As the HR profession changes, research in the field must keep pace to provide relevant evidence to inform planning and decision making. The authors in this volume of Research in Human Resource Management identify important emerging issues and offer an agenda the future of HRM studies. This fifteen article volume includes an outstanding roster of established and emerging HR scholars who define the future of the profession. The editors open the volume with a question of how HR research can best serve current evidence needs while preparing practitioners and scholars for emerging issues. They present the volume in four sets of articles. Authors in part one pose the questions of how the world of work changed due to the pandemic period and what lessons we can learn having emerged from it. Authors in part two examine the emerging role of artificial intelligence in HRM, how stakeholders respond to it, and how it supports a growing interest in HR analytics. Authors in part three provide direction for diversity research in support of understudied groups and the enduring influence of inclusion, power, and performance. The volume closes with two articles guiding new ways of thinking about HR research, including a reconsideration of HR function research based on relational theory and challenges to how we think about goal setting theory. The volume is designed primarily for scholars in the field of human resource management. It also serves the needs of instructors and students in master's and doctoral courses in industrial-organizational psychology, human resource management, or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field.

Product Details

ISBN-13:	9798887308142
Publisher:	Information Age Publishing, Inc.
Publication date:	11/01/2024
Series:	Research in Human Resource Management
Pages:	542
Product dimensions:	6.14(w) x 9.21(h) x 1.10(d)

About the Author

Brian Murray, Ph.D., is professor of management in the Satish & Yasmin Gupta College of Business at the University of Dallas. His research includes studies of employee attitudes, retirement savings behavior, skill-based pay, leadership and performance management, and work implications for employees who are family caregivers for individuals with special needs. His work has been published in journals including the Academy of Management Journal, Personnel Psychology, The Leadership Quarterly, Decision Sciences, and Human Resource Management Review among others. He earned his Ph.D. from Cornell University.

James H. Dulebohn, Ph.D., is professor of human resources and organizational behavior at Michigan State University. His research interests include leadership, virtual teams and team-centric organizations, organizational justice, eHRM, and employee compensation and benefits. His work has been published in journals including Academy of Management Journal, Personnel Psychology, Journal of Management, and Journal of Applied Psychology among others. He also has served as co-editor and author for the research volumes in the IAP series on Research in Human Resource Management including The Only Constant in HRM Today is Change, The Brave New World of eHRM 2.0, and Human Resource Management Theory and Research on the New Employment Relationships. He earned his doctorate from the University of Illinois.

Dianna L. Stone, Ph.D., received her Ph. D. from Purdue University, and is now a Research Professor at the University of New Mexico, a Visiting Professor at the University of Albany, and an Affiliate Professor at Virginia Tech. Her research focuses on diversity in organizations, electronic human resource management, privacy in organizations, and cross-cultural issues. Results of her research have been published in the Journal of Applied Psychology, Personnel Psychology, the Academy of Management Review, Organizational Behavior and Human Decision Processes, and Human Resource Management Review. She is currently the Co-Editor of Research in Human Resource Management, a research series inhuman resource management and related fields. She is also the Associate Editor of Human Resource Management Review, and the former Editor of the Journal of Managerial Psychology. She is a Fellow of the Society for industrial and Organizational Psychology, the American Psychological Association, and the Association of Psychological Sciences. She has been awarded the Scholarly Achievement Award and the Sage Service Award in the Gender and Diversity Division of the Academy of Management. She also won the Trailblazer Award in the Ph. D. Project.

Kimberly M. Lukaszewski, Ph.D., received her Ph.D. from the Universityat Albany, State University of New York. She is a Professor of Management at Wright State University. Her research is focused on electronic human resources and diversity issues. Her work has been published in journals such as the Human Resource Management Review, the Journal of Managerial Psychology, Journal of Business and Psychology, the Journal of Business Issues, the Journal of the Academy of Business Education, AIS Transaction in Human-Computer Interactions and Communications of the Association for Information Systems. She currently serves on the editorial boards of Journal of Managerial Psychology, Research in Human Resource Management, Journal of Human Resource Education, and served as a guest editor of a special issue of Journal Managerial Psychology on social issues, for three special issues of AIS Transactions Human Computer Interactions on HRIS and e-HRM.

Table of Contents

Chapter 1. Human resource management ambidexterity: Managing for the present and positioning for the future
Chapter 2. The COVID-19 pandemic: Ten lessons for the future of human resource management
Chapter 3. Working from home in the 21st century: How COVID-19 changed telework
Chapter 4. Motivated trust in AI: An integrative model considering multiple stakeholder views in HRM (OPEN ACCESS)
Chapter 5. The advantages and disadvantages of using artificial intelligence in human resource management
Chapter 6. Simply applying artificial intelligence? On the methodological suitability of machine learning in HR analytics
Chapter 7. Human resources analytics in theory and practice
Chapter 8. Considerations for the future of human resource management: Cultivating a sense of belonging in the aging workforce
Chapter 9. Employing a neurodiverse workforce: Considerations for human resource management
Chapter 10. The working wounded: HRM practices to support bereaved employees
Chapter 11. The female future of HRM and its implications for the occupation's status
Chapter 12. Seven strategies to reduce gender disparities through the generative interaction framework
Chapter 13. Advancing sexual and sex-based harassment theory and intervention: A power and threat perspective
Chapter 14. Toward a relational theory for the HR function research
Chapter 15. Minimizing inappropriate behavior following goal setting