The Future of Human Resource Management

Edited by:
Brian Murray, University of Dallas
James H. Dulebohn, Michigan State University
Dianna L. Stone, Universities of New Mexico, Albany, and Virginia Tech
Kimberly M. Lukaszewski, Wright State University
Kimberly M. Lukaszewski, Wright State University

A volume in the series: Research in Human Resource Management. Editor(s): Dianna L. Stone, Universities of New Mexico, Albany, and Virginia Tech. James H. Dulebohn, Michigan State University. Brian Murray, University of Dallas. Kimberly M. Lukaszewski, Wright State University.

In Press 2024

The landscape of human resource management (HRM) is evolving more rapidly than ever. Human resource managers are facing new and previously unimagined challenges ranging from the rise of artificial intelligence to the shift to work-from-home arrangements. As the HR profession changes, research in the field must keep pace to provide relevant evidence to inform planning and decision making. The authors in this volume of Research in Human Resource Management identify important emerging issues and offer an agenda for the future of HRM studies.

This fifteen article volume includes an outstanding roster of established and emerging HR scholars who define the future of the profession. The editors open the volume with a question of how HR research can best serve current evidence needs while preparing practitioners and scholars for emerging issues. They present the volume in four sets of articles. Authors in part one pose the questions of how the world of work changed due to the pandemic period and what lessons we can learn having emerged from it. Authors in part two examine the emerging role of artificial intelligence in HRM, how stakeholders respond to it, and how it supports a growing interest in HR analytics. Authors in part three provide direction for diversity research in support of understudied groups and the enduring influence of inclusion, power, and performance. The volume closes with two articles guiding new ways of thinking about HR research, including a reconsideration of HR function research based on relational theory and challenges to how we think about goal setting theory.

The volume is designed primarily for scholars in the field of human resource management. It also serves the needs of instructors and students in master's and doctoral courses in industrial organizational psychology, human resource management, or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field.

CONTENTS
Human Resource Management Ambidexterity: Managing for the Present and Positioning for the Future, Brian Murray, James H. Dulebohn, Dianna L. Stone, and Kimberly M. Lukaszewski. The COVID-19 Pandemic: Ten Lessons for the Future of Human Resource Management, Jack C. Friedrich, Ryszard J. Koziel, Hannes Zacher, and Cort W. Rudolph. Working From Home in the 21st Century: How COVID-19 Changed Telework, Stephanie C. Payne, Rebecca J. Thompson, Toby Driggs, Allison Vollentine, and Tomika W. Greer. Motivated Trust in AI: An Integrative Model Considering Multiple Stakeholder Views in HRM, Guido Hertel, Sandra L. Fisher, and Jenna A. Van Fossen. The Advantages and Disadvantages of Using Artificial Intelligence in Human Resource Management, Richard Johnson, Kimberly M. Lukaszewski, and Dianna L. Stone. Simply Applying Artificial Intelligence? On the Methodological Suitability of Machine Learning in HR Analytics, Stefan Strohmeier. Human Resources Analytics in Theory and Practice, Antonio L. García-Izquierdo, David Aguado, María Jesús Belizón, Ana M. Castaño, and Mónica Zuazua Vega. Considerations for the Future of Human Resource Management: Cultivating a Sense of Belonging in the Aging Workforce, Timothy A. Oxendahl, Karyssa A. Courey, Makai A. Ruffin, Elisa S. M. Fattoracci, and Eden B. King. Employing a Neurodiverse Workforce: Considerations for Human Resource Management, Ludmila N. Praslova and Satoris S. Howes. The Working Wounded: HRM Practices to Support Bereaved Employees, Diane M. Bergeron. The Female Future of HRM and Its Implications for the Occupation’s Status, Isabella Scheibmayr and Astrid Reichel. Seven Strategies to Reduce Gender Disparities Through the Generative Interaction Framework, Makai A. Ruffin, Karyssa A. Courey, Dillon Stewart, Mikki Hebl, Leilani Seged, Meredith A. Townsend, and Jordyn Williams. Advancing Sexual and Sex-Based Harassment Theory and Intervention: A Power and Threat Perspective, Margaret S. Stockdale and Samantha C. O. Stalion. Toward a Relational Theory for the HR Function Research, Jinhwan Jo and Clint Chadwick. Minimizing Inappropriate Behavior Following Goal Setting, Gary P. Latham and Guy Itzchakov. About the Authors.