An interesting area of research in HRM is investigating the nexus between high performance work practices (HPWPs) and important workplace outcomes, such as performance. The mechanisms explaining the link between HPWPs and performance are still equivocal and thus represent a rich source of inquiry.
Gosh, it's such a huge field. We could fill an auditorium with index cards each with a potential topic ;). What fascinates you in the field? What makes you think, "what if"? When have you caught your break and wondered, "Hmm, I wonder why..."? This will lead you towards
I believe workplace diversity and the challenges it poses for the modern day HR managers is a relatively less researched area. Moreover, if we tend to add the 'cultural' aspect to this, it can become a very interesting research question !
Lots of interesting ideas above! I want to add to all the inputs on "Digital world"; "employees in the digital world" etc.
What about HR in the "Digital world". How are HR processes changing as a result? What are the new capabilities required within the HR team? How does HR add greater value in the changed world? How is business, and how is HR, preparing within their organizations, for all these changes?
I would personally be interested in how well HRM practitioners understand "globalisation" and how it potentially impacts their sector, their employer, the HRM role, and their employment.
I would love to research on human resource as an asset not labour. My interest would be how leaders/managers differentiate the two paradigms in order to add value to the organization in all perspectives; we can sum up and talk of performance.
Susan, that's an interesting comment. For years, leaders have toned, usually in the suitability tones, that people are the most important asset. In the last decade, however, they have actually meant it, for the most part. There's a real recognition now that things are very different now from what they were a decade or so ago. For example, the nature of work, working, working, and the workplace has changed significantly. In terms of performance, but we have shifted from manages driving performance to employees driving performance, And that has shifted how leaders operate and behave. Perhaps it is time we stopped calling it human resources, because as long as people are seen as a result, that tends to influence how we all at least have leaders to see if the workforce and employees. So that change over time from not even consider it in terms of defining the workforce to personnel and personnel management to human resources, and where we go from here, could also be interesting. I just don't think the term human resources is adequate anymore.
Very true sylvia but in some organizations in Africa I can assure u we have a long way to go this research can add value to African Organisations thanks for the insight
You can do your research in the area of work-life balance. How individual handle work related pressures and how they manage it? On the management level, what management offers to their employees to maintain a balance between work and life? I think it would be a good research. Good Luck!
Well, you have myriad broad topics suggested, Syed! I go back to what I said originally - find something about which you're passionate and that fascinates you, because you have to sustain your focus for four years or more. If you don't have that, it is very difficult. I know - a change in chair resulted in me having to change my topic after three years of thoroughly enjoying what I was doing. My new topic is really interesting, but not my passion, and I'm struggling.
And then the question of what to study is, in fact, the easy question. Far harder is what not to study. A colleague once explained to me that at an undergrad level, you go a mile wide and an inch deep. At the Master's level, you go half a mile wide and half a mile deep. At the doctoral level you go an inch wide and a mile deep. He was right - staying absolutely focussed on your specific topic can be very, very difficult. It's very easy to get caught up in reading interesting stuff that's not going to move your research forward. Good luck!
I'm pleased to share my new article, Shin and Konrad (2017, JOM, Vol. 43, No. 4, pp. 973-997. We enrich the systemic perspective on HRM by leveraging general systems theory to show that performance outcomes support implementation of stronger HRM. Our findings support the operation of a feedback mechanism indicating environmental responses to the firm's outputs. Positive response in the form of productivity (revenues / employee) provides managers with resources for strengthening the throughput system (HRM).
“Green HRM” or “employee engagement” is good research areas. First do a desk research. Then identify the existing research gaps in the literature of “Green HRM” or “employee engagement”. Based on the identified research gaps you can develop your conceptual framework/nomological network.
Please refer the article given below in the ResearchGate to get an idea. This article is about the identified research gaps in the literature of employee engagement.
Iddagoda, Y. A., & Opatha, H. H. D. N. P. (2017). Identified Research Gaps in Employee Engagement. International Business Research, 10(2), 63.
I think the topics noted by the respondents are very good. If you look at the end of most articles in the field they offer directions for future research. Similarly, Human Resource Management Review publlishesliterature reviews and conceptual models that provide specific rdirctions for research. Diana Deadrick and I edited two issues on the Past, Present, & Future of HRM. The articles in those issues provide a lot of good suggestions.
I suggest to have a look on the special issues and call for papers of the well reputed journals.As per the topics, I suggest you to read articles on the following variables.
As suggested, going through the special issues of reputed HRM journals will be beneficial to you. In addition, what I see, following areas have future relevance:
1. Diversity and inclusion
2. Talent management of Gen Y and Gen Z
3. Sustainable HRM
You have to be highly focused when it comes to deciding a specific context of your research area. For instance, you may opt for any of the above-mentioned topics, but you must be able to contextualize your problem, by selecting specific country or respondents, or specific industry.