Advancing multilevel thinking in human resource management research: Applications and guidelines |
| |
| Institution: | 1. Department of Business & Management, University of Sussex, Falmer, Brighton BN1 9RF, United Kingdom;2. Department of Human Resources and Organisational Behaviour, University of Greenwich Business School, Old Royal Naval College, Park Row, Greenwich, London, SE10 9LS;3. ESCP Europe Wirtschaftshochschule Berlin, Heubnerweg 8-10, 14059 Berlin, Germany;4. Department of Management, London School of Economics and Political Science, Houghton Street, London WC2A 2AE, United Kingdom;1. School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, 504 E. Armory Avenue, Champaign, IL 61620, USA;2. College of Business Administration, University of Illinois at Urbana-Champaign, 1206 S. Sixth Street, Champaign, IL 61820, USA;1. Department of Management, University of Bologna, Via Capo di Lucca, 34, 40126 Bologna, Italy;2. Kedge Business School, France;3. Grenoble Ecole de Management, France;4. Neoma Business School, France;1. Pamplin College of Business, Virginia Tech, 880 West Campus Dr, Blacksburg 24060, VA, USA;2. Darla Moore School of Business, University of South Carolina, 1014 Greene St, Columbia 29208, SC, USA;1. Department of Psychology, University at Albany, SUNY, Social Science 387, 1400 Washington Ave., Albany, NY 12222, USA;2. Department of Psychology, Rice University, 6100 Main St., MS-25, Houston, TX 77005, USA |
| |
| Abstract: | Strategic Human Resource Management (SHRM) researchers have recently turned their attention to using various levels of analysis in examining the relationship between HRM and performance. Despite several calls for research that integrates multiple levels of analysis, HRM research has yet to apply a multilevel approach to its full advantage. In our view, the paucity of multilevel research is rooted in the lack of what we label multilevel thinking: the application of multilevel principles. In this conceptual paper, we develop 9 guidelines based on tailored multilevel HRM principles that offer a course of action for scholars who are interested in conducting multilevel HRM research. Following Kozlowski and Klein (2000), we build these principles around the what, how, where, when, and why questions in multilevel HRM research. Based on an analysis of 88 empirical multilevel HRM studies, we identify the approaches commonly applied when using multilevel principles, explain the weaknesses in current multilevel HRM studies, and offer what we consider good examples of a rigorous approach. |
| |
| Keywords: | |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
