HRM and performance : achieving long-term viability
Author(s)
Bibliographic Information
HRM and performance : achieving long-term viability
Oxford University Press, 2004
- : pbk
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Note
Includes bibliographical references (p. 215-234) and index
Description and Table of Contents
- Volume
-
ISBN 9780199273904
Description
HRM 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 performamce, 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.
Table of Contents
- 1. Introduction
- 2. HRM and Strategy: Does it Matter?
- 3. Human Resource Management in its Context: An Institutional Approach
- 4. A Multidimensional Perspective on Performance
- 5. The Contextually-Based Human Resource Theory
- 6. The Contextually-Based Human Resource Theory in Practice
- 7. Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility
- 8. Continuing Divergence of HRM Practices: The Case of the United States and the Netherlands
- 9. Changing HR Roles: Towards a Real Balanced HRM Scorecard
- Epilogue
- Volume
-
: pbk ISBN 9780199273911
Description
HRM 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 financial competitiveness, 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 analyse HRM at an organizational,
industry, national, and international level. This theory is 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 and developing a 4logic scorecard, which does full justice to the essence of HRM. 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.
Table of Contents
- 1. Introduction
- 2. HRM and Strategy: Does it Matter?
- 3. Human Resource Management in its Context: An Institutional Approach
- 4. A Multidimensional Perspective on Performance
- 5. The Contextually-Based Human Resource Theory
- 6. The Contextually-Based Human Resource Theory in Practice
- 7. Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility
- 8. Continuing Divergence of HRM Practices: The Case of the United States and the Netherlands
- 9. Changing HR Roles: Towards a Real Balanced HRM Scorecard
- Epilogue
by "Nielsen BookData"
