HRM and Performance. Achievements and Challenges

  • ID: 2248792
  • Book
  • 266 Pages
  • John Wiley and Sons Ltd
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Does HR enhance organizational success? is a question every organization leader, policy–maker, employee and management scholar must consider. This book is important reading, because it describes what decades of research tells us and what it does not, featuring a worldwide group of the most respected and widely–published scholars in the HR field. John Boudreau, University of South Carolina, South Carolina, USA

This is a very timely book by an impressive array of international scholars. Here we have in one neat package the intellectual impetus and insights that will take the HR strategy literature to the next level. Lee Dyer, Cornell University, Ithaca, USA

This is a must read book for everyone researching the subject of human resource management and performance. Paauwe, Guest and Wright (three of the leaders in the field) have put together an excellent volume with an outstanding international cast of authors; it is a lucid and cogent coverage of the current state of research and sets up a rich agenda for future scholary endeavour. It will become the standard reference in this research area.Adrian Wilkinson, Griffith University, Brisbane, Australia

The effective and sustainable management of employees has seldom before been more  important. In the context of today s challenging economic times this landmark international  volume draws together the current global evidence about the relationship between human resource management (HRM) and organizational performance. Organizations have choices about how to manage all their resources and these include choices about both the priority they give to managing human resources and the strategy they adopt to manage their employees.

Current research consistently shows that irrespective of business strategy and context, there is a positive association between the adoption of more progressive , high performance or high commitment HR practices and organizational outcomes. The challenge, as the chapters in this book show, lies in providing a convincing explanation of this association so that we are in a good position to offer evidence–based advice about how organizations should manage employees to achieve the greatest benefits.

The volume provides a wealth of insight, richly illustrated by examples from a range of cultures and industries, into the ways in which human resource policy impacts upon organizational performance. The recurring themes highlighted by the book include debates about human capital , high–performance work systems, the role of implementation; and firm size and fit . The implications for policy and practice and priorities for future theory development and research are of interest to a broad range of stakeholders.

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Preface vii

Editor biographies ix

Author biographies xii

Chapter 1 HRM and Performance: What Do We Know and Where Should We Go? 1Jaap Paauwe, Patrick Wright and David Guest

Chapter 2 HRM, Well–Being and Performance: A Theoretical and Empirical Review 15Riccardo Peccei, Karina van de Voorde and Marc van Veldhoven

Chapter 3 Building Highly–performing Work Systems: Analysing HR Systems and Their Contribution to Performance 47Peter Boxall

Chapter 4 Reconceptualizing Fit in Strategic Human Resource Management: Lost in Translation? 61Jaap Paauwe, Corine Boon, Paul Boselie and Deanne den Hartog

Chapter 5 HRM and Performance: The Role of Effective Implementation 79David Guest and Anna Bos–Nehles

Chapter 6 Strategic HRM and Organizational Behaviour: Integrating Multiple Levels of Analysis 97Patrick Wright and Lisa Nishii

Chapter 7 Measuring Human Capital: A Strategic Human Resource Management Perspective 111Gary C. McMahan and Christopher M. Harris

Chapter 8 Measurement of Human Resource Practices: Issues Regarding Scale, Scope, Source and Substantive Content 129Angela Langevin–Heavey, Susanne Beijer, Jessica Federman, Michel Hermans, Felice Klein, Elizabeth McClean and Brian Martinson

Chapter 9 Research on Human Resources and Effectiveness: Some Methodological Challenges 149Barry Gerhart

Chapter 10 Progress and Prospects for HRM Performance Research in Small and Medium–sized Business 173Sophie de Winne and Luc Sels

Chapter 11 Progress and Prospects 197David Guest, Patrick Wright and Jaap Paauwe

References 207

Index 239

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David E Guest
Jaap Paauwe
Patrick Wright
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