Research Methods in Human Resource Management
A volume in the series: Research in Human Resource Management. Editor(s): Dianna L. Stone, University at Albany and Virginia Tech. James H. Dulebohn, Michigan State University.
Research in Human Resource Management will be publishing a Special Issue (SI) on research methods (methods hereinafter) in human resource management (HRM). It is being co-edited by Eugene F. Stone-Romero of the University of New Mexico and Patrick J. Rosopa of Clemson University.
Empirical research in HRM has focused on such issues as recruiting, testing, selection, training, motivation, compensation, and employee well-being. A review of the literature on these and other topics suggests that less than optimal methods have often been used in HRM research. Among the methods-related problems are using (a) measures or manipulations that have little or no construct validity, (b) samples of units (e.g., participants, organizations) that bear little or no correspondence to target populations, (c) research designs that have little or no potential for generating sound causal inferences, (d) samples that are too small to provide for adequate statistical power, and (e) data analytic strategies that are inappropriate for the issues addressed by a study. As a result, our understanding of various HRM phenomena has suffered and improved methods may serve to enhance both the science and practice of HRM.
Purpose of the Special Issue
In view of the above, the purpose of the SI is to provide researchers with resources that will enable them to improve the internal validity, external validity, construct validity, and statistical conclusion validity (Shadish, Cook & Campbell, 2002) of research in HRM and the related fields of industrial and organizational psychology, and organizational behavior. Sound research in these fields should serve to improve both the science and practice of HRM.
Papers to Appear in the Special Issue
The SI will include papers that focus on a number of topics, including (a) neglected issues in HRM methods by Neal Schmitt (Michigan State University), (b) causal inferences in HRM research by Eugene F. Stone-Romero (University of New Mexico), (c) criteria for job performance measures by Angelo S. DeNisi (Tulane University) and Kevin R. Murphy (University of Limerick), (d) changes in variance in HRM research by Patrick J. Rosopa (Clemson University) and Katie Brown(Clemson University), (e) range restriction issues in employment interviews by Allen Huffcutt (Bradley University), (f) research in safety climate by Lois E. Tetrick (George Mason University), Robert R. Sinclair (Clemson University), and Gargi Sawhney (University of Minnesota-Duluth), (g) personality measures in personnel selection by Evan Mulfinger (Rice University), Leo Alexander (Rice University), and Fred L. Oswald (Rice University), (h) methods in organizational politics research by Zachary A. Russell (Xavier University), Liam P. Maher (Boise State University), Samantha L. Jordan (Florida State University), Wayne A. Hochwarter (Florida State University), and Gerald R. Ferris (Florida State University), and (i) alternative measures of inter-rater reliability by Julie I. Hancock (University of North Texas), David G. Allen (Texas Christian University), and James M. Vardaman (Mississippi State University).
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