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  • The case for psychology in human resource management research

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    Troth221961.pdf (308.1Kb)
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    Accepted Manuscript (AM)
    Author(s)
    Troth, Ashlea C
    Gues, David E
    Griffith University Author(s)
    Troth, Ashlea C.
    Year published
    2020
    Metadata
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    Abstract
    A recent literature has developed criticising the growing influence of a psychological perspective within research on human resource management (HRM). This paper addresses and rebuts the various criticisms and outlines the positive contribution of work and organisational psychology to HRM research. In looking to the future and the continuing development of HRM research, we argue that there is a need to engage in research that is multidisciplinary, multilevel, multistakeholder, and multimethod. We propose a number of research topics that meet these criteria and to which work and organisational psychology can offer a distinctive ...
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    A recent literature has developed criticising the growing influence of a psychological perspective within research on human resource management (HRM). This paper addresses and rebuts the various criticisms and outlines the positive contribution of work and organisational psychology to HRM research. In looking to the future and the continuing development of HRM research, we argue that there is a need to engage in research that is multidisciplinary, multilevel, multistakeholder, and multimethod. We propose a number of research topics that meet these criteria and to which work and organisational psychology can offer a distinctive contribution. We call for other disciplines to make a more positive contribution to ensure that HRM research continues to flourish.
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    Journal Title
    Human Resource Management Journal
    DOI
    https://doi.org/10.1111/1748-8583.12237
    Copyright Statement
    © 2019 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: The case for psychology in human resource management research, Human Resource Management Journal, which has been published in final form at 10.1111/1748-8583.12237. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version.
    Subject
    Human resources and industrial relations
    Psychology
    Publication URI
    http://hdl.handle.net/10072/386411
    Collection
    • Journal articles

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