A Research Agenda for Human Resource Management
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A Research Agenda for Human Resource Management

Edited by Paul Sparrow and Cary L. Cooper

The book’s expert contributors provide short and succinct reviews of 12 key topics in strategic HRM, including HR strategy and structure, talent management, selection, assessment and retention, employee engagement, workplace well-being, leadership, HR analytics, productivity, innovation, and globalisation. Each chapter identifies the strengths and gaps in our knowledge, maps out the important intellectual boundaries for their field, and outlines current and future research agendas and how these should inform practice. In examining these strategic topics the authors point to the key interfaces between the field of HRM and cognate disciplines, and enables researchers and practitioners to understand the models and theories that help tie this agenda together.
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Chapter 6: Human resource management and employee engagement

Alan M. Saks and Jamie A. Gruman

Abstract

The chapter reviews the relationship between engagement and HRM, and the need to link HR practices to the attitudes, behaviours, and performance of individual employees, and back to firm performance. It uses the ability–motivation–opportunity (AMO model) to review research on skill enhancing, motivation-enhancing, and opportunity-enhancing HRM practices. It examines how positive perceptions of HRM practices are positively related to engagement, and engagement mediates the relationship between HRM practices and specific work outcomes such as innovation. It brings literature on person–organisation fit perceptions, socialisation, voice, job design and job enrichment into the study of employee engagement. It argues that future empirical work should incorporate important processes such as meaningfulness, safety, resources, support, trust, fairness and perceptions of fit to understand their role as predictors of employee, team and/ or collective engagement.

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