Guide to Key Theories for Human Resource Management Research

Edited by Kate Hutchings, Professor of Human Resource Management, Department of Management, Griffith Business School, Griffith University, Brisbane, Australia, Snejina Michailova, Professor of International Business, Department of Management and International Business, University of Auckland Business School, University of Auckland, Auckland, New Zealand and Adrian Wilkinson, Distinguished Professor, Department of Management, Griffith Business School, Griffith University, Australia

• Contents:Foreword xxivElaine FarndaleAcknowledgements xxviiList of abbreviations xxviiiPART I INTRODUCTION CHAPTERSChapter I Theory for the HRM discipline: where have webeen and where are we going? 2Kate Hutchings, Adrian Wilkinson and Snejina MichailovaChapter II Theory as a tool in the craft of conducting research 18Snejina MichailovaPART II THEORY ENTRIES1 Attribution theory 45Karin Sanders2 Commitment system theory 52David Cross and Yvonne G. T. van Rossenberg3 Conservation of resources theory 59Katrina Radford4 Contingency theory 67Thomas Garavan and Fergal O’Brien5 Critical theory 73Richard Longman and Catherine Mackintosh6 Equity theory 80Shuisheng Shi and Jason D. Shaw7 Gender theory 86Janne Tienari8 Human capital theory 93Irena Grugulis9 Identity theory 100Dan V. Caprar and Benjamin W. Walker10 Institutional theory – comparative 107Pauline Dibben and Geoffrey Wood11 Institutional theory – organisational 113Pauline Dibben and Geoffrey Wood12 Intersectionality theory 119Susan Shortland and Stephen J. Perkins13 Job demands-resources (JD-R) theory 126Steve Granger, Madelynn R. D. Stackhouse andBrianna Barker Caza14 Labour process theory 133Andrew Smith and Jo McBride15 Leadership substitutes theory 139Wilhelm Barner-Rasmussen, Mats Ehrnrooth andJennie Sumelius16 Leadership theory – moral 146Giles Hirst, Damien Hughes, Li Kaiwen and Yingnan Shi17 Learning theory – organisational 157Yusuf M. Sidani18 Learning theory – social 164Dana L. Ott19 Motivation theory 171Ryan Gould20 Paradox theory 185Charmine E. J. Härtel and Anna Krzeminska21 Postcolonial theory 191Snehanjali Chrispal22 Power theory 197Emma Hughes and Tony Dundon23 Psychological capital theory 204Jian-Min (James) Sun24 Psychological contract theory 211David Guest and Ricardo Rodrigues25 Psychological safety theory 218Jie Shen26 (Re)socialisation theory 224Miriam Moeller27 Resource based theory 231Jaap Paauwe28 Self-determination theory 238Elena Shulzhenko29 Sensemaking theory 247Kelly Fisher30 Signalling theory 254Ricardo Rodrigues and David Guest31 Social capital theory 261Marian van Bakel and Sven Horak32 Social cognition theory 268Angelo S. DeNisi33 Social exchange theory 274Sachiko Yamao34 Social network theory 280David Weir and Sa’ad Ali35 Sociotechnical systems theory 287Angela Knox36 Stakeholder theory 294Anabella Davila37 Stereotype theory 301Jan Selmer38 Strategic choice theory 306Thomas Garavan and Fergal O’Brien39 Systems theory 312Brian Harney40 Transaction cost economics theory 319Paul Willman41 Upper echelon theory 325Stephen J. Perkins and Susan ShortlandIndex

‘This volume provides a comprehensive, contemporary and readable mapping of HRM’s emergence as a field of study, its theoretical foundations, and future directions for scholars and practice. Taking a unique approach to HRM, the editors skilfully present two integrative early chapters capturing the role of theory followed by a thoughtful selection of 41 entries written by well-known authors laying out each theory and its application to HRM. Key target audiences include Master’s students, PhD candidates and early career researchers; but seasoned scholars will also benefit from the detailed but short reviews in each chapter and the range of perspectives in the collection. To provide just a taster, these include perspectives embedded in principles of organisation behaviour/theory, Critical Theory, labour process theory, sensemaking, stakeholder theory, institutional theory, paradox theory, post-colonial theory, and intersectionality. The impressive range of theories included reminds us that HRM’s conceptual foundations are broad, and draw on diverse disciplinary perspectives. As a reference volume, this collection will undoubtedly not only help those wishing to learn about alternative theories, but also help researchers move beyond traditional boundaries to explore new directions in HRM research.’