Bibliography for Contemporary Issues in Human Resource Management: Theory and Practice BETA

[1]

N. Wilton, An introduction to human resource management, 3rd edition. Los Angeles: SAGE, 2016.

[2]

D. Angrave, A. Charlwood, I. Kirkpatrick, M. Lawrence, and M. Stuart, ‘HR and analytics: why HR is set to fail the big data challenge’, Human Resource Management Journal, vol. 26, no. 1, pp. 1–11, Jan. 2016, doi: 10.1111/1748-8583.12090.

[3]

N. Shah, Z. Irani, and A. M. Sharif, ‘Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors’, Journal of Business Research, vol. 70, pp. 366–378, Jan. 2017, doi: 10.1016/j.jbusres.2016.08.010.

[4]

J. H. Marler and J. W. Boudreau, ‘An evidence-based review of HR Analytics’, The International Journal of Human Resource Management, vol. 28, no. 1, pp. 3–26, Jan. 2017, doi: 10.1080/09585192.2016.1244699.

[5]

Akhtar, PavMoore, Phoebe, ‘The psychosocial impacts of technological change in contemporary workplaces, and trade union responses’, International Journal of Labour Research, vol. 8, no. 2, pp. 101–131, 2016 [Online]. Available: https://search.proquest.com/docview/1917279365?pq-origsite=gscholar

[6]

B. Sivathanu and R. Pillai, ‘Smart HR 4.0 – how industry 4.0 is disrupting HR’, Human Resource Management International Digest, vol. 26, no. 4, pp. 7–11, Jun. 2018, doi: 10.1108/HRMID-04-2018-0059.

[7]

K. G. King, ‘Data Analytics in Human Resources’, Human Resource Development Review, vol. 15, no. 4, pp. 487–495, Dec. 2016, doi: 10.1177/1534484316675818.

[8]

‘Enhancing the trustworthiness and credibility of HRD: Evidence-based management to the rescue?’ [Online]. Available: http://doras.dcu.ie/22810/

[9]

‘HR Metrics an Analytics: Uses and Impacts’. [Online]. Available: https://ceo.usc.edu/files/2016/10/2004_08-g04_8-HR_Metrics_and-Analytics.pdf

[10]

C. Simón and E. Ferreiro, ‘Workforce analytics: A case study of scholar-practitioner collaboration’, Human Resource Management, vol. 57, no. 3, pp. 781–793, May 2018, doi: 10.1002/hrm.21853.

[11]

T. Rasmussen and D. Ulrich, ‘Learning from practice: how HR analytics avoids being a management fad’, Organizational Dynamics, vol. 44, no. 3, pp. 236–242, Jul. 2015, doi: 10.1016/j.orgdyn.2015.05.008.

[12]

‘Power To The New People Analytics’. [Online]. Available: http://www.ohisolution.com/media/12201/Power-to-the-new-people-analytics_McK-Quarterly_March2015.pdf

[13]

A. Levenson, ‘Harnessing the power of HR analytics’, Strategic HR Review, vol. 4, no. 3, pp. 28–31, Mar. 2005 [Online]. Available: https://contentstore.cla.co.uk//secure/link?id=4c99d11c-e940-e911-80cd-005056af4099

[14]

T. Dundon and A. Rafferty, ‘The (potential) demise of HRM?’, Human Resource Management Journal, vol. 28, no. 3, pp. 377–391, Jul. 2018, doi: 10.1111/1748-8583.12195.

[15]

P. Boxall, ‘HR strategy and competitive advantage in the service sector’, Human Resource Management Journal, vol. 13, no. 3, pp. 5–20, Jul. 2003, doi: 10.1111/j.1748-8583.2003.tb00095.x.

[16]

G. Currie and S. Procter, ‘Exploring the relationship between HR and middle managers’, Human Resource Management Journal, vol. 11, no. 3, pp. 53–69, Jul. 2001, doi: 10.1111/j.1748-8583.2001.tb00045.x.

[17]

J. Paauwe and P. Boselie, ‘HRM and performance: what next?’, Human Resource Management Journal, vol. 15, no. 4, pp. 68–83, Nov. 2005, doi: 10.1111/j.1748-8583.2005.tb00296.x.

[18]

P. Boxall, S. H. Ang, and T. Bartram, ‘Analysing the “Black Box” of HRM: Uncovering HR Goals, Mediators, and Outcomes in a Standardized Service Environment’, Journal of Management Studies, vol. 48, no. 7, pp. 1504–1532, Nov. 2011, doi: 10.1111/j.1467-6486.2010.00973.x.

[19]

Peter Boxall, Keith Macky, ‘High‐performance work systems and organisational performance: Bridging theory and practice’, Asia Pacific Journal of Human Resources, vol. 45, no. 3, pp. 261–270, 2012, doi: 10.1177/1038411107082273. [Online]. Available: https://onlinelibrary.wiley.com/doi/abs/10.1177/1038411107082273

[20]

M. Orlitzky and S. J. Frenkel, ‘Alternative pathways to high-performance workplaces’, The International Journal of Human Resource Management, vol. 16, no. 8, pp. 1325–1348, Aug. 2005, doi: 10.1080/09585190500220176.

[21]

C. Wright, ‘Reinventing human resource management: Business partners, internal consultants and the limits to professionalization’, Human Relations, vol. 61, no. 8, pp. 1063–1086, Aug. 2008, doi: 10.1177/0018726708094860.

[22]

K. Pritchard, ‘Becoming an HR strategic partner: tales of transition’, Human Resource Management Journal, vol. 20, no. 2, pp. 175–188, Apr. 2010, doi: 10.1111/j.1748-8583.2009.00107.x.

[23]

K. Lo, K. Macky, and E. Pio, ‘The HR competency requirements for strategic and functional HR practitioners’, The International Journal of Human Resource Management, vol. 26, no. 18, pp. 2308–2328, Oct. 2015, doi: 10.1080/09585192.2015.1021827.

[24]

T. Dundon and A. Rafferty, ‘The (potential) demise of HRM?’, Human Resource Management Journal, vol. 28, no. 3, pp. 377–391, Jul. 2018, doi: 10.1111/1748-8583.12195.

[25]

P. Findlay, A. L. Kalleberg, and C. Warhurst, ‘The challenge of job quality’, Human Relations, vol. 66, no. 4, pp. 441–451, Apr. 2013, doi: 10.1177/0018726713481070.

[26]

G. Grote and D. Guest, ‘The case for reinvigorating quality of working life research’, Human Relations, vol. 70, no. 2, pp. 149–167, Feb. 2017, doi: 10.1177/0018726716654746.

[27]

A. J. Wood, ‘Flexible scheduling, degradation of job quality and barriers to collective voice’, Human Relations, vol. 69, no. 10, pp. 1989–2010, Oct. 2016, doi: 10.1177/0018726716631396.

[28]

P. Findlay, C. Warhurst, E. Keep, and C. Lloyd, ‘Opportunity Knocks? The Possibilities and Levers for Improving Job Quality’, Work and Occupations, vol. 44, no. 1, pp. 3–22, Feb. 2017, doi: 10.1177/0730888416689813.

[29]

A. L. Kalleberg, ‘Job Quality and Precarious Work’, Work and Occupations, vol. 39, no. 4, pp. 427–448, Nov. 2012, doi: 10.1177/0730888412460533.

[30]

E. Fernández-Macías, ‘Job Polarization in Europe? Changes in the Employment Structure and Job Quality, 1995-2007’, Work and Occupations, vol. 39, no. 2, pp. 157–182, May 2012, doi: 10.1177/0730888411427078.

[31]

C. Kelliher and D. Anderson, ‘For better or for worse? An analysis of how flexible working practices influence employees’ perceptions of job quality’, The International Journal of Human Resource Management, vol. 19, no. 3, pp. 419–431, Mar. 2008, doi: 10.1080/09585190801895502.

[32]

I. Esser and K. M. Olsen, ‘Perceived Job Quality: Autonomy and Job Security within a Multi-Level Framework’, European Sociological Review, vol. 28, no. 4, pp. 443–454, Aug. 2012, doi: 10.1093/esr/jcr009.

[33]

C. Kelliher and D. Anderson, ‘Doing more with less? Flexible working practices and the intensification of                work’, Human Relations, vol. 63, no. 1, pp. 83–106, Jan. 2010, doi: 10.1177/0018726709349199.

[34]

M. Smith, B. Burchell, C. Fagan, and C. O’Brien, ‘Job quality in Europe’, Industrial Relations Journal, vol. 39, no. 6, pp. 586–603, Nov. 2008, doi: 10.1111/j.1468-2338.2008.00507.x.

[35]

D. J. Storey, G. Saridakis, S. Sen-Gupta, P. K. Edwards, and R. A. Blackburn, ‘Linking HR formality with employee job quality: The role of firm and workplace size’, Human Resource Management, vol. 49, no. 2, pp. 305–329, Mar. 2010, doi: 10.1002/hrm.20347.

[36]

T. Dundon and A. Rafferty, ‘The (potential) demise of HRM?’, Human Resource Management Journal, vol. 28, no. 3, pp. 377–391, Jul. 2018, doi: 10.1111/1748-8583.12195.

[37]

S. Nilsson and P. Ellström, ‘Employability and talent management: challenges for HRD practices’, European Journal of Training and Development, vol. 36, no. 1, pp. 26–45, Jan. 2012, doi: 10.1108/03090591211192610.

[38]

D. G. Collings, ‘Toward Mature Talent Management: Beyond Shareholder Value’, Human Resource Development Quarterly, vol. 25, no. 3, pp. 301–319, Sep. 2014, doi: 10.1002/hrdq.21198.

[39]

P. R. Sparrow and H. Makram, ‘What is the value of talent management? Building value-driven processes within a talent management architecture’, Human Resource Management Review, vol. 25, no. 3, pp. 249–263, Sep. 2015, doi: 10.1016/j.hrmr.2015.04.002.

[40]

K. A. King, ‘The talent deal and journey’, Employee Relations, vol. 38, no. 1, pp. 94–111, Jan. 2016, doi: 10.1108/ER-07-2015-0155.

[41]

T. Dundon and A. Rafferty, ‘The (potential) demise of HRM?’, Human Resource Management Journal, vol. 28, no. 3, pp. 377–391, Jul. 2018, doi: 10.1111/1748-8583.12195.

[42]

E. Farndale, H. Scullion, and P. Sparrow, ‘The role of the corporate HR function in global talent management’, Journal of World Business, vol. 45, no. 2, pp. 161–168, Apr. 2010, doi: 10.1016/j.jwb.2009.09.012.

[43]

A. Rappaport, E. Bancroft, and L. Okum, ‘The aging workforce raises new talent management issues for employers’, Journal of Organizational Excellence, vol. 23, no. 1, pp. 55–66, Winter 2003, doi: 10.1002/npr.10101.

[44]

R. E. Lewis and R. J. Heckman, ‘Talent management: A critical review’, Human Resource Management Review, vol. 16, no. 2, pp. 139–154, Jun. 2006, doi: 10.1016/j.hrmr.2006.03.001.