Overview of articles selected for integrated literature review
| No. | Author(s) | Key idea | Publication |
|---|---|---|---|
| 1 | Afrahi et al. (2022) | Disengagement is a potential functional coping strategy, not inherently negative | Human Resource Management Review |
| 2 | Aguinis et al. (2022) | Organisational behaviour and HRM research need to contribute more actively to policymaking to stay societally relevant | Academy of Management Perspectives |
| 3 | Anderson (2024) | Behavioural science can help assess opportunities and risks of using AI in HRM | Artificial Intelligence and Business Transformation |
| 4 | Andreeva and Sergeeva (2016) | Different HRM practices trigger opposing motivations that affect knowledge-sharing behaviour | Human Resource Management Journal |
| 5 | Arora and Suri (2020) | A HRM model to help Indian organisations adapt to crises like COVID-19 | Human Resource Development International |
| 6 | Battaglio (2020) | Public HRM is shifting from hard skills to soft skills focused on motivation and interpersonal development | Public Personnel Management |
| 7 | Bednall and Sanders (2017) | Formal learning opportunities can boost informal learning, especially when HRM systems are strong | Human Resource Management |
| 8 | Cantarelli et al. (2020) | Behavioural biases influence HRM decisions in public healthcare and debiasing can improve outcomes | Review of Public Personnel Administration |
| 9 | Dash (2021) | Behavioural economics especially prospect theory, is relevant in shaping strategic HRM practices like compensation | NHRD Network Journal |
| 10 | Decrinis (2024) | Nudges are used to address blind spots in workplace compliance and ethics management | Academy of Management Perspectives |
| 11 | Dhar (2015) | High performance HRM practices boost service innovation through employee commitment and innovation-supportive climate | International Journal of Hospitality Management |
| 12 | Fitzsimmons and Stamper (2014) | Mismatched societal culture and HRM practices cause friction in employee–organisation relationships | Human Resource Management Review |
| 13 | Friedland et al. (2023) | Overusing nudges may undermine ethical development, advocating for reflective ethical boosting instead | Academy of Management Perspectives |
| 14 | Gaurav (2021) | Behavioural economics can address time-inconsistent employee decisions and improve HRM incentive design | NHRD Network Journal |
| 15 | Gill (2018) | HRM resists evidence-based practice, highlighting misaligned incentives | Human Resource Management Review |
| 16 | Guenter et al. (2014) | Delays in information exchange affect employee behaviour and coworker relationships | Human Resource Management Review |
| 17 | Ma Prieto and Pilar Pérez-Santana (2014) | Ability and opportunity enhancing HRM practices promote employee innovation through supportive work environments | Personnel Review |
| 18 | Maloney and McCarthy (2017) | Bounded rationality can show how pension scheme design and communication influence employee participation and contributions | Human Resource Management Review |
| 19 | Nagtegaal et al. (2020) | Anchoring bias affects public managers’ decisions and can be reduced using a simple debiasing technique | Public Administration Review |
| 20 | O’Meara et al. (2020) | Bias affects faculty hiring and calls for evidence-based nudges to improve diversity and inclusion | Review of Educational Research |
| 21 | Ozkeser (2019) | Employee training enhances motivation and contributes to organisational effectiveness | Procedia Computer Science |
| 22 | Pellegrini et al. (2018) | HRM practices promoting sustainability increase employees’ commitment and sustainable behaviour, especially through managerial support | Business Strategy and the Environment |
| 23 | Pfeffer et al. (2020) | Administrative sludge in benefits management harms employee satisfaction, wellbeing, and productivity | Academy of Management Discoveries |
| 24 | Purcell (2014) | A critique of narrow views of engagement and calls for clearer, context-sensitive approaches to managing employee engagement | Human Resource Management Journal |
| 25 | Rastogi et al. (2018) | A review of causes, effects, and moderators of workplace disengagement, urging greater academic attention | Human Resource Development Review |
| 26 | Roberson et al. (2020) | Behavioural interventions can reduce workplace inequality and offers policy recommendations to improve diversity outcomes | Behavioural Science and Policy |
| 27 | Romaine (2014) | Merit-based promotions can fail and proposed a new model to improve promotion effectiveness | Human Resource Management Journal |
| 28 | Rossi (2021) | A design thinking framework to support HRM in managing organisational transformation and employee-centred change | Human Resource Design: Steering Human-Centred Innovation within Organisations |
| 29 | Rusu and Avasilcai (2014) | Organisational climate influences intrinsic and extrinsic motivation, using Herzberg’s two-factor theory | Procedia – Social and Behavioural Sciences |
| 30 | Saks (2022) | A model of caring HRM, showing how supportive practices foster a climate that drives employee engagement | Human Resource Management Review |
| 31 | Selinger and Whyte (2010) | Ethical nudging requires competent choice architects who understand how users interpret meaning differently | Knowledge, Technology and Policy |
| 32 | Shore et al. (2018) | A synthesis of the literature on workplace inclusion and proposed an integrated model to guide future research and practice | Human Resource Management Review |
| 33 | Sinha and Jain (2022) | HRM managers can use nudge theory to encourage COVID-19 vaccination and create safer workplaces | Journal of Organizational Change Management |
| 34 | Soman (2021) | HRM must adopt behavioural science to improve recruitment, training, incentives, and inclusion practices | NHRD Network Journal |
| 35 | Thaler and Sunstein (2009) | Nudge theory shows how choice architecture can gently guide people toward better decisions without taking away their freedom | Nudge: Improving Decisions About Health, Wealth and Happiness |
| 36 | Sunstein (2022) | Regular sludge audits is important to reduce unnecessary friction | Behavioural Public Policy |
| 37 | Uzunca and Kas (2023) | An exploration of ‘good’ and ‘bad’ nudges in gig economy, finding limited impact on productivity | Industry and Innovation |
| No. | Author(s) | Key idea | Publication |
|---|---|---|---|
| 1 | Disengagement is a potential functional coping strategy, not inherently negative | Human Resource Management Review | |
| 2 | Organisational behaviour and HRM research need to contribute more actively to policymaking to stay societally relevant | Academy of Management Perspectives | |
| 3 | Behavioural science can help assess opportunities and risks of using AI in HRM | Artificial Intelligence and Business Transformation | |
| 4 | Different HRM practices trigger opposing motivations that affect knowledge-sharing behaviour | Human Resource Management Journal | |
| 5 | A HRM model to help Indian organisations adapt to crises like COVID-19 | Human Resource Development International | |
| 6 | Public HRM is shifting from hard skills to soft skills focused on motivation and interpersonal development | Public Personnel Management | |
| 7 | Formal learning opportunities can boost informal learning, especially when HRM systems are strong | Human Resource Management | |
| 8 | Behavioural biases influence HRM decisions in public healthcare and debiasing can improve outcomes | Review of Public Personnel Administration | |
| 9 | Behavioural economics especially prospect theory, is relevant in shaping strategic HRM practices like compensation | NHRD Network Journal | |
| 10 | Nudges are used to address blind spots in workplace compliance and ethics management | Academy of Management Perspectives | |
| 11 | High performance HRM practices boost service innovation through employee commitment and innovation-supportive climate | International Journal of Hospitality Management | |
| 12 | Mismatched societal culture and HRM practices cause friction in employee–organisation relationships | Human Resource Management Review | |
| 13 | Overusing nudges may undermine ethical development, advocating for reflective ethical boosting instead | Academy of Management Perspectives | |
| 14 | Behavioural economics can address time-inconsistent employee decisions and improve HRM incentive design | NHRD Network Journal | |
| 15 | HRM resists evidence-based practice, highlighting misaligned incentives | Human Resource Management Review | |
| 16 | Delays in information exchange affect employee behaviour and coworker relationships | Human Resource Management Review | |
| 17 | Ability and opportunity enhancing HRM practices promote employee innovation through supportive work environments | Personnel Review | |
| 18 | Bounded rationality can show how pension scheme design and communication influence employee participation and contributions | Human Resource Management Review | |
| 19 | Anchoring bias affects public managers’ decisions and can be reduced using a simple debiasing technique | Public Administration Review | |
| 20 | Bias affects faculty hiring and calls for evidence-based nudges to improve diversity and inclusion | Review of Educational Research | |
| 21 | Employee training enhances motivation and contributes to organisational effectiveness | Procedia Computer Science | |
| 22 | HRM practices promoting sustainability increase employees’ commitment and sustainable behaviour, especially through managerial support | Business Strategy and the Environment | |
| 23 | Administrative sludge in benefits management harms employee satisfaction, wellbeing, and productivity | Academy of Management Discoveries | |
| 24 | A critique of narrow views of engagement and calls for clearer, context-sensitive approaches to managing employee engagement | Human Resource Management Journal | |
| 25 | A review of causes, effects, and moderators of workplace disengagement, urging greater academic attention | Human Resource Development Review | |
| 26 | Behavioural interventions can reduce workplace inequality and offers policy recommendations to improve diversity outcomes | Behavioural Science and Policy | |
| 27 | Merit-based promotions can fail and proposed a new model to improve promotion effectiveness | Human Resource Management Journal | |
| 28 | A design thinking framework to support HRM in managing organisational transformation and employee-centred change | Human Resource Design: Steering Human-Centred Innovation within Organisations | |
| 29 | Organisational climate influences intrinsic and extrinsic motivation, using Herzberg’s two-factor theory | Procedia – Social and Behavioural Sciences | |
| 30 | A model of caring HRM, showing how supportive practices foster a climate that drives employee engagement | Human Resource Management Review | |
| 31 | Ethical nudging requires competent choice architects who understand how users interpret meaning differently | Knowledge, Technology and Policy | |
| 32 | A synthesis of the literature on workplace inclusion and proposed an integrated model to guide future research and practice | Human Resource Management Review | |
| 33 | HRM managers can use nudge theory to encourage COVID-19 vaccination and create safer workplaces | Journal of Organizational Change Management | |
| 34 | HRM must adopt behavioural science to improve recruitment, training, incentives, and inclusion practices | NHRD Network Journal | |
| 35 | Nudge theory shows how choice architecture can gently guide people toward better decisions without taking away their freedom | Nudge: Improving Decisions About Health, Wealth and Happiness | |
| 36 | Regular sludge audits is important to reduce unnecessary friction | Behavioural Public Policy | |
| 37 | An exploration of ‘good’ and ‘bad’ nudges in gig economy, finding limited impact on productivity | Industry and Innovation |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.