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Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

Describes a process through which an organization moved from traditional personnel management towards a more strategically oriented human resource management. Focuses on tracking down, periodically, the actions taken by the human resource manager and his/her relationships with the strategic management team within the context of major structural and strategic changes. Suggests that the internal dynamism of the human resource function led by an innovative leader, serves as a critical mechanism to keep the change process going after its start under favourable organizational and strategic circumstances.

Human resource allocation is considered a relevant problem in business process management (BPM). The successful allocation of available resources for the execution of process activities can impact on process performance, reduce costs and obtain a better productivity of the resources. In particular, process mining is an emerging discipline that allows improvement of the resource allocation based on the analysis of historical data. The purpose of this paper is to provide a broad review of primary studies published in the research area of human resource allocation in BPM and process mining.

A systematic mapping study (SMS) was conducted in order to classify the proposed approaches to allocate human resources. A total of 2,370 studies published between January 2005 and July 2016 were identified. Through a selection protocol, a group of 95 studies were selected.

Human resource allocation is an emerging research area that has been evolving over time, generating new proposals that are increasingly applied to real case studies. The majority of proposed approaches relate to the period 2011-2016. Journals and conference proceedings are the most common venues. Validation research and evaluation research are the most common research types. There are two main evaluation methods: simulation and case studies.

This study aims to provide an initial assessment of the state of the art in the research area of human resource allocation in BPM and process mining. To the best of the authors’ knowledge, this is the first research that has been conducted to date that generates a SMS in this research area.

To develop more sensitivity for different patterns of human resource management in multinational companies.

Systemic approach; the concepts and models are based on the evaluation of consulting projects in the field of human resource management.

A concept of four typical varieties of human resource management, a model and important aspects for designing the cooperation processes between human resource departments and company management in multinational companies.

This paper provides a complex mindset about human resource management in a multinational context, which is a prerequisite for designing constructive cooperation processes between human resource departments and company management and for increasing the effectiveness of human resource activities.

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.

The article aims to shift the basis of organisational human resource planning away from the traditional prescriptive approach to a systems based model that incorporates an emphasis on learning. A brief history of human resource planning is presented showing how it has evolved towards current needs and the specification for the new model. The new model is conceived in the context of increased environmental pressures on organisations and resultant management approaches. At the heart of the new approach is the process of transformation by which inputs to the model are processed in a way that involves all stakeholders in planning to produce viable outputs for managerial decision making.

The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development; profit sharing) are hypothesized to contribute uniquely and positively to organizational outputs, i.e. job performance and firm performance.

The cross‐sectional study consisted of 350 business professionals (91 percent managers; 9 percent consultants) from a midwestern US professional organization who took a battery of survey measures via the internet.

After statistically controlling for the background variables (organizational type, size and status), the hierarchical regression analyses demonstrated that both the human resource inputs and process/practice variables explained statistically significant variance in each of the nine regression models. The effect size in each model was medium to large.

The findings illustrate the considerable utility of researchers and managers examining the entire human resource system of an organization when searching for productive leverage points to improve organizational outputs like job and firm performance. The results suggest that human resource managers can have a positive influence on firm performance through implementing and supporting organizational policies and procedures that serve to positively motivate workers (e.g. reasonable incentive compensation and rewards, fair grievance procedures, and performance management), and learning and development activities that stimulate optimal task and contextual job performance.

The aim of this study is to develop a reliable and valid scale. At the same time, it is to reveal the perceptions of HR employees towards artificial intelligence (AI). In addition, examining the change made by AI in the HR department is another purpose of the study.

A scale was developed in this study. A total of 821 observation out of the samples from the human resource managers and employees of the Turkey's largest organizations in terms of capital were analyzed by applying all scientific steps of scale development process. Using appropriate statistical criteria, scale was showed to be valid and reliable. General condition was demonstrated in the human resource departments of large companies in Turkey as a result of these tests.

Human resource employees and managers could have the perception that this technology will save the work done from monotony, reduce the stress experienced to find the suitable candidate and access more candidates with the desired qualifications. It was found that when AI technology was included in training and development process, human resource managers and employees could have a perception that the time spent for training and the lack of attention in training will decrease compared to the traditional method.

The contribution of this study to the literature is the development of a valid and reliable scale. Data collected with the developed scale were evaluated in Turkey.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.