2014
DOI: 10.1002/hrm.21644
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Guest Editors’ Introduction: Is the HRM Process Important? Past, Current, and Future Challenges

Abstract: Ten years ago, Bowen and Ostroff () criticized the one‐sided focus on the content‐based approach, where researchers take into account the inherent virtues (or vices) associated with the content of HR practices to explain performance. They explicitly highlight the role of the psychological processes through which employees attach meaning to HRM. In this first article of the special section entitled “Is the HRM Process Important?” we present an overview of past, current, and future challenges. For past challenge… Show more

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Cited by 130 publications
(160 citation statements)
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References 46 publications
(72 reference statements)
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“…validity, visibility, consensus, justice, that send signals that are interpreted by individuals, which in turn, go towards creating strong/weak organisational climates (Bowen & Ostroff, 2004). This approach to process, which is positioned as complementing the HRM 'content' school (Katou, Budhwar, & Patel, 2014), emphasises the role of actors (Chung, Sparrow, & Bozkurt, 2014) and highlights the role of psychological processes through which employees attach meaning to HRM (Sanders, Shipton, & Gomes, 2014).…”
Section: The Role Of Processmentioning
confidence: 99%
“…validity, visibility, consensus, justice, that send signals that are interpreted by individuals, which in turn, go towards creating strong/weak organisational climates (Bowen & Ostroff, 2004). This approach to process, which is positioned as complementing the HRM 'content' school (Katou, Budhwar, & Patel, 2014), emphasises the role of actors (Chung, Sparrow, & Bozkurt, 2014) and highlights the role of psychological processes through which employees attach meaning to HRM (Sanders, Shipton, & Gomes, 2014).…”
Section: The Role Of Processmentioning
confidence: 99%
“…At the same time, increasing security about the job, ensuring person-job and person-organization fit (see, e.g., Boon et al, 2011), and promoting commitment and involvement may boost the levels of knowledge sharing among the established personnel (Camelo-Ordaz et al, 2011). Compensation and appraisal practices may, likewise, play a central role in this kind of activity (Delery and Doty, 1996;Sanders et al, 2014). Surely, there is a risk of internal competition becoming so fierce that individual employees start to guard their knowledge, or a possibility of suboptimal alignment of incentive systems, but in general, these practices could be considered to be relevant for knowledge sharing.…”
Section: Hrm Practices -Connection To Knowledge Protection and Sharingmentioning
confidence: 99%
“…influencing creativity (Sanders et al, 2014), or indirectly, e.g. through shaping an innovative climate (Pereira & Gomes, 2012); HRM practices seek such aims by securing the availability and presence of employees with innovative capabilities, promoting knowledge exchange, facilitating motivation, and fostering innovative climate (Sanders et al, 2014).…”
Section: Introductionmentioning
confidence: 99%
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“…First, the stream of HRM system strength (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016) is characterised by studies in which HRM practices or HRM systems are distinctive and consistent, and where consensus between policy makers exists (see Sanders, Shipton, & Gomes, 2014). Influential studies in this stream are those of Delmotte, De Winne, and Sels (2012), Sanders, Dorenbosch, and de Reuver (2008), Li, Frenkel, andSanders (2011), Nishii et al (2008), and Bednall, Sanders, and Runhaar (2014).…”
Section: Hrm Implementationmentioning
confidence: 99%