HRM and Performance : Achievements and Challenges

Online-Ressource (542 p)

Description based upon print version of record

Cover; Contents; Title; Copyright; Preface; Editor biographies; Author biographies; Chapter 1: HRM and Performance: What Do We Know and Where Should We Go?; What do we know about the HRM-performance relationship?; Theoretical ambiguity; Empirical invalidity; Which HRM practices?; How should HRM practices be measured?; What is performance?; How are HRM practices implemented?; How do HRM practices impact performance?; How do we statistically model the HRM-performance relationship?; Answering the unanswered questions; Chapter 2: HRM, Well-Being and Performance: A Theoretical and Empirical Review

IntroductionConceptual focus and definitions; Alternative models of the HRM-WB-OP relationship; Theoretical arguments and analytical approaches; Review of research on the HRM-WB-OP relationship; Contextual and contingency factors; Suggestions for future research; Conclusions; Chapter 3: Building Highly-Performing Work Systems: Analysing HR Systems and Their Contribution to Performance; The analytical approach to HRM; HPWSs: background and critique; Going forward: studying HR systems and their contribution to performance; Mediators and methods; Mutuality and sustainability; Conclusions

Chapter 4: Reconceptualizing Fit in Strategic Human Resource Management: 'Lost in Translation?'Abstract; Introduction; Best-fit approaches in human resource management; The early fit models and the next generation fit models in HRM; Missing elements; Integration of fit approaches and discussion; Conclusion; Chapter 5: HRM and Performance: The Role of Effective Implementation; A framework for the analysis of effective implementation of HRM; Effectiveness of the decision to introduce HRM practices; The quality and effectiveness of HR practices; Line managers' decision to implement HR practices

The quality of the line managers' implementation of HRMThe role of top management in the implementation of HRM; The role of line managers as key implementers of HRM; The role of the HR function in the implementation of HRM; Future research; Chapter 6: Strategic HRM and Organizational Behaviour: Integrating Multiple Levels of Analysis; Variance as a scientific concept; Variance and SHRM; SHRM across levels of analysis; Linkages as avenues for gaining increased understanding; Summary and conclusions; Chapter 7: Measuring Human Capital: A Strategic Human Resource Management Perspective

Human capital and competitive advantageHuman capital measurement at different levels of analysis; General and specific human capital; Critical issues for human capital measurement; Conclusion; Chapter 8: Measurement of Human Resource Practices: Issues Regarding Scale, Scope, Source and Substantive Content; Introduction; Rating scale issues; Scope issues; Source issues; Substantive content issues; Summary; Chapter 9: Research on Human Resources and Effectiveness: Some Methodological Challenges; Introduction; A simple model of HR and performance; 'Significance' and effect sizes

Challenges in inferring causality and potential solutions

ECONIS - Online Catalogue of the ZBW