Karin Sanders

Senior Deputy Dean (Research & Enterprise) and Professor of Management

School of Management & Governance - PhD, University of Groningen, the Netherlands | BA, MA, Psychology and Research Methods, University of Groningen, the Netherlands

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Karin Sanders' research focuses on the Human Resource (HR) process approach, in particular the impact of employees’ perceptions, understanding and attributions of HR on their attitudes and behaviours, such as their informal learning activities. Karin published on this topic in journals like HRM (Wiley, including a Special Issue in 2014), Academy of Management Learning & Educational, Human Resource Management Journal and International Journal of HRM. 

In addition, she published articles on other and related topics in Organization Studies, Organization Science, British Journal of Management, and Journal of Vocational Education. Together with Prof David Guest and Dr Ricardo Rodrigues Karin is editing a Special Issue on the attribution theory in Human Resource Management Journal. Together with Dr Huadong Yang and dr Charmi Patel she is editing a book on the HR Process Research (Edward Elgar). 

Karin is Editor for the Special Issues International Journal of HRM, and Associate Editor for Human Resource Management, and Frontiers of Business Research in China. In addition, she is on the Editorial Board of six HRM and management journals. She was Head of School Management between 2015 and 2019 served as a member of the Executive Committee HR Division Academy of Management from 2013 to 2018.

From This Author

How does employee rudeness affect the workplace?

Organisational resources and a more nuanced understanding of individuals' backgrounds are needed to mitigate the adverse effects of rudeness in the workplace

HR professionals & HR academics: will they ever find each other?

Dialogue between HR professionals and HR academics will help ensure HR research is relevant to the needs of businesses and society, writes UNSW Business School’s Karin Sanders

Four ways to help hybrid workers boost productivity

Knowledge workers require redesigned work structures that prioritise innovation and collaboration over conventional mandates in order to maximise productivity

Your top three questions about hybrid work answered

Business leaders struggle with a number of questions around hybrid work, but there are answers in optimal organisational design, productivity, and workplace culture

The impact of COVID on gender inequality: what are the long-term consequences?

The COVID pandemic impacted the careers of women and men differently, and there are important lessons in this for the future, writes UNSW Business School’s Karin Sanders

Business AI: the game-changer in predicting and enhancing employee retention

AI can help organisations anticipate employee turnover and significantly improve retention rates, write UNSW Business School's Andrew Dhaenens, Mary-Anne Williams and Karin Sanders

Five ways to entice employees back into the office

Business leaders looking to retain top talent must create enticing hybrid work environments that meet workers' needs for autonomy, support and genuine connection

The work of making hybrid work, work

The Business of Work (episode 1): It’s been almost three years since office workers were told to pack up our laptops and head home. Is working from home working for business?

Want a pay rise in the new year? Here are three tips for career success

Depending on your age and years of experience, taking on lateral job opportunities (as opposed to waiting for a promotion) may hold the key to your long-term career success

How do you demonstrate enthusiasm in a job interview?

Is there such a thing as being too enthusiastic in a job interview, and how should hiring managers assess candidates on this?

How can HR help workers when a disaster strikes?

As environmental disasters become more frequent, the role of sustainable human resource (HR) practices will be critical in supporting the wellbeing and safety of workers

Is Australia ready for a four-day work week?

While four-day work weeks are the norm for employees in some countries around the world, it may be some time before this becomes a reality for workers in Australia

Managing the micromanager in a new world of hybrid work

Many organisations and their managers need assistance with understanding and implementing optimal hybrid working arrangements

How should leaders manage hybrid working relationships?

Organisations and their leaders need to adapt to new ways of working and hybrid work relationships, write UNSW Business School’s Karin Sanders, Andrew Dhaenens and Patrick Sharry

Four effective and practical ways leaders can truly do more with less

By prioritising projects, communicating the 'why' and truly recognising how individuals perform under pressure, leaders can encourage their teams to work effectively and minimise the risk of burnout

Five ways leaders can create trust in times of uncertainty

The key to creating trust as a leader is clear communication – even in times of uncertainty when you don't have all the information

HR strengths: three keys to effective employee crisis communication

As crises such as the COVID-19 pandemic emerge and evolve, leaders should utilise these Human Resource (HR) strengths to communicate critical information to employees

Three ways HR can benefit from 'skunk works' to help tackle COVID-19

Businesses and their HR teams can take advantage of 'skunk works' to improve people management outcomes during challenging times, writes UNSW Business School's Karin Sanders

Reskilling and retraining: how to tackle the underemployment crisis

Coronavirus has hit Australia's job market hard. One solution is reskilling and retraining the workforce for the future labour market, but this brings other unique challenges for employers

Leading your business out of coronavirus – for the better

The coronavirus pandemic has challenged organisations in unprecedented ways, but leaders can take a number of steps to successfully manage their organisations and workforces past the pandemic, according to UNSW Business School

How can HR best help employees with domestic violence?

There are nine commonly-used practices that HR departments use to effectively support employees who are victims of domestic violence, recent research has found

Three useful things to know about effective HR management

Clear messaging needs to be distinctive, consistent and consensual

Tackling a pyramid of data with a peak beyond reach

The yield of people analytics can be too much information

How have sexual predators thrived in the workplace?

A chronic failure of HR management needs to be corrected

How firms can help workers enduring domestic abuse

Victims have to cope alone when managers lack relevant training

How line managers lift commitment in hospital staff

HR policy should translate into practical care of co-workers

How innovative behaviour needs a framework to thrive

But too many rules can stifle the freedom to try new things

All together: How to make HR processes really work

Build consensus with a distinct, visible, consistent message

Take a firm grip to encourage informal learning

New research realigns the role of performance appraisals

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