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HRM and performance achieving long-term viability

J. Paauwe

2004

Online access

  • Title:
    HRM and performance achieving long-term viability
  • Author: J. Paauwe
  • Description: Contents; Appendices; Figures; Tables; About the authors; Copyright Acknowledgements; 1 Introduction; 2 HRM and Strategy: Does It Matter?; 2.1 Introduction; 2.2 What is strategy?; 2.3 Implications for HRM and performance; 2.4 In search of a synthesis and an overview; 2.5 Classical strategic approaches in the HRM area; 2.6 HRM and strategy: a multitude of linkages; 2.7 HRM and strategy: lessons learned; 3 HRM in its Context: An Institutional Perspective; 3.1 Introduction; 3.2 HRM modelling: is context taken into account?; 3.3 The interaction between HRM and industrial relations
    3.4 Institutionalism and HRM3.5 Institutional theory and change; 3.6 Summary and conclusions; 4 A Multidimensional Perspective on Performance; 4.1 Introduction; 4.2 Reasons for the increased interest in HRM and performance; 4.3 Categorizing theories; 4.4 HRM and performance: what has been achieved up to now?; 4.5 HRM and performance: missing elements; 4.6 A multidimensional perspective on performance; 4.7 Summary and conclusions; Appendices; 5 A Contextually Based Human Resource Theory; 5.1 Introduction; 5.2 Strategic design criteria; 5.3 Institutional context; 5.4 Performance
    5.5 An eclectic approach to theoretical perspectives5.6 Framework for a contextually based human resource theory; 5.7 Implications, and possibilities for application/different usages; 5.8 HRM as an enabler for a range of strategic options; 5.9 Summary and conclusions; Appendices; 6 The Contextually Based Human Resource Theory in Practice; 6.1 Introduction; 6.2 Two furniture companies in search for competitive advantage; 6.3 Using your administrative heritage to win prizes; 6.4 A container transhipment company making optimal use of its institutional setting
    6.5 The Heineken model: how to become an employer of choice6.6 The Rotterdam Eye Hospital: the search for legitimacy among its stakeholders; 6.7 A responsible employer providing its customers with economic employment flexibility; 6.8 Conclusions; 7 Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility; 7.1 Introduction; 7.2 Internal and external regulation of the employment relationship; 7.3 The Dutch balance; 7.4 Research questions and methodology; 7.5 The metal industry; 7.6 The IT sector; 7.7 The sectors contrasted
    7.8 Flexibility in the employment relationship: choices made and outcomes7.9 Case studies; 7.10 Conclusions; 8 Continuing Divergence of HRM Practices: US and European-Based Company-Level HRM Practices; 8.1 Introduction; 8.2 The convergence-divergence debate; 8.3 Claiming convergence: cross-national learning between the Anglo-Saxon and the Rhineland models; 8.4 Claiming divergence: evidence from case studies; 8.5 Explanatory mechanisms: the procedure of change; 8.6 Cultural influence on change procedure; 8.7 Conclusions; 9 Changing HR Roles: Towards a Real Balanced HRM Scorecard
    9.1 Introduction
    This is a challenging and thought-provoking book for HRM students, academics, and practitioners alike. 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 broad persp
  • Publication Date: 2004
  • Publisher: Oxford : Oxford University Press
  • Format: 1 online resource (275 p.).
  • Identifier: ISBN 1-280-75523-7;ISBN 0-19-156729-9;ISBN 0-19-927391-X
  • Subjects: Personnel management; Performance standards; Performance; Electronic books
  • Language: English
  • Source: 01DAL UDM ALMA

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