000			nam a22 7a 4500
999			_c137761 _d137761
003			OSt
005			20211210131908.0
008			211201b ||||| |||| 00| 0 eng d
020			_a9781839100062
040			_c
082			_a658.3 _bHAN
245			_aHandbook on HR Process Research
260			_aCheltenham _bEdward Elgar Publishing Ltd. _c2021
300			_a200p
500			_a1 Introduction to human resource management process PART I: THE STATE OF HR PROCESS RESEARCH 2 HR attributions: a critical review and research agenda 3 HR strength: past, current and future research 28 4 Perceptions of HRM: When do we differ in perceptions? PART II: NEW APPLICATIONS 5 Team leaders' HR attributions and their implications on teams and employee-level outcomes 6 Putting perceived HR credibility into the HRM process picture: insights from the elaboration likelihood model 7 HRM system strength implementation: a multi-actor process perspective 8 The hard problem: human resource management and performance 9 Employee attributions of talent management 10 Change within organizations: an attribution lens PART III: STRENGTHS, WEAKNESSES AND FUTURE DIRECTIONS 11 Reflections on the HR landscape 12 The role of line managers in the HRM process
600			_aPersonnel management _957672
700			_aSanders, Karin _eEditor _957673
700			_aYang, Huadong _eEditor _957674
700			_aPatel, Charmi _eEditor _957675
942			_2ddc _cLB _k658.3 _mHAN