Alfes et al., 2010 |
2010 |
UK |
Public |
Content and process of change |
Change driver, responsive, change focused, and HR focused |
During OC, HRMPs must be proactive |
Alfes et al., 2019 |
2019 |
UK |
Public |
Content and process of change |
Employee centric, responsive, and HR focused |
HRMP can help the development of dynamic capabilities in employees to cope with OC |
Alqudah et al., 2022 |
2022 |
Jordan |
Banking |
Process of change |
Employee centric, responsive, and HR focused |
HRMPs can help employees' readiness for change |
Bani, 2021 |
2021 |
Ghana |
Public |
Process of change |
Multifaceted |
Effective HRMPs can reduce staff litigation |
Baran, Filipkowski, and Stockwell, 2018 |
2019 |
USA |
Multiple |
Content and process of change (perspectives of HR professionals) |
“Change agent” and “consultant” |
HR managers considered effective OC hierarchical |
Barratt-Pugh and Bahn, 2015 |
2015 |
Australia |
Public |
Cultural change during the merger |
Develop a unified culture |
During OC, HRMPs must consider mitigating efficiencies due to cultural differences |
Barratt-Pugh, Schiavone, Bahn, and Gakere, 2013 |
2013 |
Australia |
Public |
Cultural change program |
Develop a unified culture |
During OC, HRMPs must consider mitigating efficiencies due to cultural differences |
Brown, Kulik, Cregan, and Metz, 2017 |
2017 |
Australia |
Multiple |
Content and process of change |
Strategic change agent |
When HR assumes a strategic change agent role, OC is less likely to generate change cynicism |
Cloutier and Robert-Huot, 2021 |
2021 |
Canada |
Multiple |
Content and process of change |
Depends on the dimension of change |
HRMPs should vary according to the type of change, the objective of change, and the excepted outcome |
D'Cruz, Noronha, and Beale, 2014 |
2014 |
India |
Private |
OC as a predictor of workplace bullying |
Employee centric and responsive |
HRMPs should focus on addressing possible compounded bullying during OC |
Faia Correia, Campos Cunha, and Scholten, 2011 |
2011 |
Portugal |
Multiple |
Mergers and acquisitions |
Strategic and responsive |
HRM centrality has a moderating effect on OCs |
Garavan, Shanahan, Carbery, and Watson, 2016 |
2016 |
UK |
Multiple |
Process of change |
Employee centric and responsive |
HRMPs can help in the development of dynamic skills |
Gollan, Kalfa, and Xu, 2015 |
2015 |
Australia |
Private |
Content and process of change |
Collaborative |
HRMPs affect organizational performance indirectly |
Huang, Zhang, Feng, and Seal, 2020 |
2020 |
Canada |
Multiple |
Organizational innovation |
Employee centric and responsive |
HRMPs matter eventually |
Lindorff, Worrall, and Cooper, 2011 |
2011 |
UK and Australia |
Multiple |
Content and process of change |
Employee centric and responsive |
Hard change is the most detrimental |
Sang Long and Khairuzzaman Wan Ismail, 2012 |
2012 |
Malaysia |
Multiple |
Process of change |
Change agent |
HRMPs should be directed at a broader and cross-functional perspective |
Lucia-Casademunt, Cuéllar-Molina, and García-Cabrera, 2018 |
2018 |
Europe |
Multiple |
Process of change |
Employee centric and responsive |
HRMPs should be directed to enhance employees' well-being |
Pellegrini, Rizzi, and Frey, 2018 |
2018 |
Italy |
Multiple |
Change for sustainability |
Employee centric and responsive |
Effective HRMPs can enhance employees' commitment and behavior |
Peters, Poutsma, Van der Heijden, Bakker, and Bruijn, 2014 |
2014 |
The Netherlands |
Multiple |
New ways to work * (employee empowerment, home teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation) |
Combined perspective integrating insights from the HRM-process model and the job demands-resources model |
HRMPs should be aimed at improving employees' perception of job autonomy in the new working conditions |
Pinzone, Guerci, Lettieri, and Redman, 2016 |
2016 |
Italy |
Multiple |
Environmental management as an OC |
Employee centric and responsive |
HRMPs can improve collective engagement toward change objectives |
Pluta and Rudawska, 2016 |
2016 |
Poland |
Multiple |
Process of change |
Employee centric and responsive |
HR practices should apply the multidimensionality of individual resources and treat them holistically |
Raeder, 2019 |
2019 |
Norway |
Multiple |
Reorganization and downsizing |
Broader scope of HRMPs |
HRMPs should consider OC to be a factor of contingency |
Rees, Rees, and Johari, 2010 |
2010 |
Malaysia |
Public/ banking |
Strategic OC |
Culture/employee sensitive |
HRMPs should include ethics, spirituality, and regional contexts |
Rubbers, 2020 |
2020 |
Congo |
Multiple |
Multinational practices |
Liaison, legal, and employee centric |
HRMPs can help establish new contracts and recruitments to meet OC objectives |
Shipton, Budhwar, and Crawshaw, 2012 |
2012 |
UK |
Multiple |
Process of change |
Employee centric and responsive |
HRMPs can improve dynamic capabilities during OC |
Tummers, Professor David Pick, Kruyen, Vijverberg, and Voesenek, 2015 |
2015 |
The Netherlands |
Public |
Change management |
Employee centric and responsive |
HRMPS are particularly effective for improving the proactivity and vitality of employees |