HRM and Performance: Achieving Long-term ViabilityHRM policies and practices need to cope with the dual responsibilities of providing a firm with the best employees to deliver improved financial performance, and a moral duty to these employees to provide a working environment that is equitable and encourages personal development. Many writers have emphasized the connection between sophisticated HRM techniques and business performance, but has this been at the expense of concepts such as fairness and legitimacy? This book adopts a broader perspective that takes into account not only the strategic dimension of HRM, but also the professional and societal dimension. It begins by examining the interaction of HRM, strategy and performance, before putting this into an institutional context, where it is argued that successful HRM practice will be unique for each context in which it operates. It then develops a contextually-based human resource theory, able to examine and analyze HRM at an institutional, industry, national and international level. This theory is then applied to a number of cases of leading firms in both the USA and Europe. The book concludes by combining the empirical evidence of the case studies with the theoretical work of earlier chapters to develop a practical approach linking the different roles of HR to specific aspects of performance. Combining academic research with a focus on practical conclusions and recommendations, HRM and Performance will be challenging and innovative reading for all involved in HRM: Academics, Researchers, MBA and graduate students, practitioners and consultants. |
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Common terms and phrases
4logic HRM scorecard Academy of Management Akzo Nobel analysis approach balanced scorecard based human resource behaviour Boselie change procedure change process Chapter collective bargaining companies concept context contribute convergence corporate council culture customers dimension dominant coalition Dutch economic employment relationships environment Erasmus University Rotterdam example external factors firm flexibility force field analysis framework global goals HR manager HRM activities HRM and performance HRM function HRM outcomes HRM policies HRM practices HRM strategy Human Resource Management human resource theory implementation important industrial relations influence institutional theory institutionalism interaction internal involved leeway legitimacy line management linkage logic Management Journal measures ment Mintzberg Netherlands organization organizational overview Paauwe perspective policies and practices positively related productivity professional Randstad Reprinted with permission resource-based view role sector shaping HRM shaping of HRM shareholders social societal stakeholders strategic HRM strategic management studies sustained competitive advantage teams trade unions workers
References to this book
De praktijk van strategisch personeelsmanagement: een methode Kees Kouwenhoven No preview available - 2005 |