Managing Unit Human Capital Resources: Integrating Insights From Human Resource Management and Unit Leadership Literatures

Peter T. Gallagher, Mikhail A. Wolfson, Greg Reilly, John E. Mathieu

Research output: Contribution to journalArticlepeer-review

Abstract

Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, how units manage HCR remains unclear. We first review findings from human resource management (HRM) and unit leadership literatures relating to unit HCR, which have evolved separately despite their shared goals. Using our review as a foundation, we offer an integrative model highlighting the ways unit leaders can leverage HRM practices and their leadership behaviors for the greatest impact on unit HCR. In so doing, we identify a potentially potent nexus for scholars of both disciplines to focus their integrative efforts on—unit leaders— given their responsibility for HRM practice delivery (e.g., implementing a job rotation program) and their own leadership behaviors (e.g., composing teams). We conclude by highlighting future research questions, opportunities for theoretical integration, and expanding empirical examination.

Original languageEnglish
Pages (from-to)1998-2017
Number of pages20
JournalJournal of Applied Psychology
Volume108
Issue number12
DOIs
StatePublished - 2023

Bibliographical note

Publisher Copyright:
© 2023 American Psychological Association

Keywords

  • emergence
  • human capital resources
  • human resource management
  • human resource management implementation
  • leadership

ASJC Scopus subject areas

  • Applied Psychology

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