The Research-Practice Gap in Human Resource Management: A Cross-Cultural Study

Tenhiälä, Aino; Giluk, Tamara; Kepes, Sven; Simón, Cristina; Oh, In‐Sue; Kim, Seongsu

doi:10.1002/hrm.21656

Cited by 50 publications

(45 citation statements)

References 66 publications

(142 reference statements)

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“…The research-practice gap is a worldwide phenomenon (Tenhiälä et al, 2016). DeNisi et al (2014) observed that organisations today face problems that were non-existent a generation ago.…”

Section: Resultsmentioning

confidence: 99%

Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

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“…The research-practice gap is a worldwide phenomenon (Tenhiälä et al, 2016). DeNisi et al (2014) observed that organisations today face problems that were non-existent a generation ago.…”

Section: Resultsmentioning

confidence: 99%

Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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“…We obtained usable responses from 146 HR managers from 146 organizations, yielding a response rate of 17%. Since the survey was distributed via the professional institute's e‐mail list that might include some inactive or invalid e‐mail addresses, we think that the response rate is likely underestimated (Tenhiälä, Giluk, Kepes, Simon, Oh, & Kim, in press). Although it is a low response rate (Baruch & Holtom, ), such a response rate is not unusual when the survey is administered on‐line (between 8.3% and 17% across three countries; Tenhiälä et al, in press).…”

Section: Methodsmentioning

confidence: 99%

“…Since the survey was distributed via the professional institute's e‐mail list that might include some inactive or invalid e‐mail addresses, we think that the response rate is likely underestimated (Tenhiälä, Giluk, Kepes, Simon, Oh, & Kim, in press). Although it is a low response rate (Baruch & Holtom, ), such a response rate is not unusual when the survey is administered on‐line (between 8.3% and 17% across three countries; Tenhiälä et al, in press). Most respondents were male (82%), held college (64%) or higher degrees (34%), and occupied at least an assistant HR manager position (27% for assistant HR manager and 73% for HR manager or higher)…”

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

Blau

Han

et al. 2015

Human Resource Management

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Human resource (HR) managers' commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers' own and their chief HR offi cer's (CHRO) HR-specifi c human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO's HR-specifi c human capital positively infl uences HR managers

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“…When considering ethically focused assessment, one may conclude that formal methods already address the challenge. In the most recent global surveys of their type, researchers found that firms rarely use integrity tests (Rioux & Bernthal, ; Ryan, McFarland, Baron, & Page, ), and of all the HRM sub‐fields, selection is consistently the field in which practitioners exhibit the least use of evidence‐based knowledge (Rynes, Colbert, & Brown, ; Tenhiälä et al, ). Even when used, there are concerns with the low validity of integrity test scores for job performance and turnover, although the validity is higher for CWB (Van Iddekinge, Roth, Raymark, & Odle‐Dusseau, ).…”

Section: Introductionmentioning

confidence: 99%

The assessment of individual moral goodness

Chiu

Hackett

2016

Business Ethics: A European Review

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In a field dominated by research on moral prescription (business ethics) and moral prediction (behavioral ethics), there is poor understanding of the place of moral perceptions in organizations alongside philosophical ethics and causal models of ethical outcomes. As leadership failures continue to plague organizational health and firms recognize the wide-ranging impact of subjective bias, scholars and practitioners need a renewed frame of reference from which to reconceptualize their current understanding of ethics as perceived in individuals. Based on an assessment and selection perspective from the field of human resource management, an alternative to conventional deductive-prescriptive approaches is proposed based on a pluralistic concept referred to as moral goodness. An inductive-descriptive theory-building framework is constructed based on three interrelated streams of inquiry to yield insight concerning both formal and informal instances of assessment. Recommendations are proposed for the application of the framework to future research and practice.

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The Research-Practice Gap in Human Resource Management: A Cross-Cultural Study

Cited by 50 publications

References 66 publications

Research trends in the <i>South African Journal of Human Resource Management<i>

Research trends in the <i>South African Journal of Human Resource Management<i>

Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR

The assessment of individual moral goodness

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