HRM and Performance
Achieving Long Term Viability
Published on 17. June 2004
Book
Hardback
280 pages
978-0-19-927390-4 (ISBN)
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.
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.
Reviews / Votes
Paauwe's pathbreaking book, HRM and Performance should be requisite reading for anyone interested in HRM, academics and practitioners alike. * Karen Legge, Professor of Organisational Behaviour, Warwick Business School * Professor Paauwe skillfully builds on previous theory and evidence, new case study work, and his own long experience in the field, to fashion a unique theory of HRM and a new set of metrics to evaluate the effectiveness of HRM in practice. His book is should be read by anyone with a serious interest in the practice or study of HRM. * Barry Gerhart, Professor of Management and Human Resources, The University of Wisconsin-Madison School of Business * Professor Paawe starts with a simple premise: It's high time HR scholars in various countries and from various perspectives began talking with rather than around each other. To foster this dialogue, he crafts a contextually based human resource theory woven, in a remarkably comprehensive and integrative fashion, from threads of richly diverse literatures. Then, to drive the point home, he puts the theory to work, illustrating in refreshingly clear terms howit can and should be used to enhance both the study and practice of HR in the years to come. The result is a real paradigm-buster... * Lee Dyer, Professor of Human Resource Studies, Center for Advanced Human Resource Studies, ILR School, Cornell University * This is a welcome book that challenges many of the dominant assumptions in the burgeoning literature on HRM and performance... in seeking to break out of the shackles of [the] dominant paradigm, Paauwe has provided a highly challenging and deeply rewarding and distinctive approach to the complex subject of HRM and performance. * David Guest *
More details
Language
English
Place of publication
Oxford
United Kingdom
Target group
Professional and scholarly
Illustrations
numerous figures and tables
Dimensions
Height: 242 mm
Width: 165 mm
Thickness: 22 mm
Weight
575 gr
ISBN-13
978-0-19-927390-4 (9780199273904)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
11/2017
2nd Edition
Oxford University Press
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Additional editions
Book
06/2004
Oxford University Press
€63.14
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Person
Jaap Paauwe is Professor of Business and Organization at the Rotterdam School of Economics, Erasmus University Rotterdam. He has written and co-authored eleven books, and published numerous papers, on HRM, industrial relations, and organizational change. He has acted as guest editor for the International Journal of HRM, and the Human Resource Management Journal, and, along with colleagues from other Dutch colleagues, initiated the Dutch HRM
Network.
Network.
Content
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