Closing science‐practice knowledge gaps: Contributions of psychological research to human resource management

Abstract

AbstractEvidence of science‐practice knowledge gaps among managers (Rynes, Colbert, & Brown, 2002), coupled with major changes occurring in the workplace over the last ten years, suggest the need for human resources practitioners to become as current as possible on how research findings can assist in improving the management of HR. Nine articles in this special issue provide rich information for understanding the contributions of psychological theories and research findings to HR management and, consequently, for closing science‐practice knowledge gaps. More specifically, the articles bring together pairs of scientists and practitioners to address science‐practice knowledge gaps in the areas of recruiting and selecting workers, managing performance, training and developing individuals, managing groups and teams, compensating employees, leading others, assessing employee attitudes, managing diversity, and managing downsizing. We hope these articles will stimulate and promote a broader perspective concerning the relevance and value of psychological research for improving HR practices and organizational functioning. © 2004 Wiley Periodicals, Inc.