Oxford Handbook of Human Resource Management

674 Pages·2010·3.1 MB·English

the oxford handbook of
HUMAN
RESOURCE
MANAGEMENT

the oxford handbook of
......................................................................................................................................................
HUMAN
RESOURCE
MANAGEMENT
......................................................................................................................................................
Edited by
PETER BOXALL,
JOHN PURCELL,
and
PATRICK WRIGHT
1
3
GreatClarendonStreet,Oxfordox26dp
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ISBN978 0 19 928251 7
1 3 5 7 9 10 8 6 4 2
ontents
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ListofFigures viii
ListofTables ix
ListofContributors x
1. Human Resource Management: Scope, Analysis, and Significance
Peter Boxall, John Purcell, and Patrick Wright 1
I. FOUNDATIONS AND FRAMEWORKS
2. The Development of HRM in Historical and International
Perspective 19
Bruce E. Kaufman
3. The Goals of HRM 48
Peter Boxall
4. Economics and HRM 68
Damian Grimshaw and Jill Rubery
5. Strategic Management and HRM 88
Mathew R. Allen and Patrick Wright
6. Organization Theory and HRM 108
Tony Watson
7. HRM and the Worker: Towards a New Psychological Contract? 128
David E. Guest
8. HRM and the Worker: Labor Process Perspectives 147
Paul Thompson and Bill Harley
9. HRM and Societal Embeddedness 166
Jaap Paauwe and Paul Boselie
vi contents
II. CORE PROCESSES AND FUNCTIONS
10. Work Organization 187
John Cordery and Sharon K. Parker
11. Employment Subsystems and the ‘HR Architecture’ 210
David Lepak and Scott A. Snell
12. Employee Voice Systems 231
Mick Marchington
13. EEO and the Management of Diversity 251
Ellen Ernst Kossek and Shaun Pichler
14. Recruitment Strategy 273
Marc Orlitzky
15. Selection Decision-Making 300
Neal Schmitt and Brian Kim
16. Training, Development, and Competence 324
Jonathan Winterton
17. Remuneration: Pay Effects at Work 344
James P. Guthrie
18. Performance Management 364
Gary Latham, Lorne M. Sulsky, and Heather MacDonald
III. PATTERNS AND DYNAMICS
19. HRM Systems and the Problem of Internal Fit 385
Sven Kepes and John E. Delery
20. HRM and Contemporary Manufacturing 405
Rick Delbridge
21. Service Strategies: Marketing, Operations, and Human
Resource Practices 428
Rosemary Batt
22. HRM and Knowledge Workers 450
Juani Swart
23. HRM and the New Public Management 469
Stephen Bach and Ian Kessler
24. Multinational Companies and Global Human Resource Strategy 489
William N. Cooke
contents vii
25. Transnational Firms and Cultural Diversity 509
Helen De Cieri
IV. MEASUREMENT AND OUTCOMES
26. HRM and Business Performance 533
John Purcell and Nicholas Kinnie
27. Modeling HRM and Performance Linkages 552
Barry Gerhart
28. Family-Friendly, Equal-Opportunity, and High-Involvement 581
Management in Britain
Stephen Wood and Lilian M. de Menezes
29. Social Legitimacy of the HRM Profession: AUS Perspective 599
ThomasA. Kochan
Index 621
ist of igures
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3.1 The Harvard ‘map of the HRM territory’ 50
3.2 The goals of HRM: a synthesis 62
7.1 A framework for the analysis of the psychological contract 138
9.1 General framework for analyzing industrial relations issues 172
9.2 Impacts of DiMaggio and Powell’s three mechanisms on HRM 175
10.1 The organization of awork system 189
11.1 HR architectural perspective 214
11.2 HR architectural perspective and knowledge flows 224
13.1 Goals of EEO and managing workforce diversity policies and
practices 261
14.1 Mediation effects of recruitment on organizational effectiveness 282
14.2 Windolf’s typology of recruitment strategies 283
19.1 The different types of internal fit within the HRM architecture 392
22.1 The multiple sources of identity of knowledge workers 461
24.1 An analytical framework 492
26.1 Revised HR causal chain 541
26.2 People management, HRM, and organizational effectiveness 544
ist of ables
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3.1 Predicting HR strategy: two different scenarios despite
the same type of competitive strategy 54
3.2 Market characteristics, competitive dynamics, and HR
strategy in services 60
6.1 The contributions of four strands of organization
theory to HRM 121
9.1 Strategic responses to institutional processes 176
10.1 Ataxonomyof work content characteristics associated
with different work system archetypes 194
10.2 Recommended job design strategies 197
12.1 Framework for analyzing direct voice 235
12.2 Factors influencing the adoption of voice systems 243
13.1 Definitions of employer objectives of EEO and
diversity strategies 259
13.2 EEO HR practices and organizational effectiveness:
representative studies 263
14.1 Summary of previous research investigating the main
effects of recruitment on organizational effectiveness 277
14.2 Summary of previous research investigating contingency
effects of/on recruitment practices and strategy 284
22.1 Concurrent themes, HR practice impact areas, and key tensions 459
28.1 The provision of family-friendly practices for non-managerial
employees 587
28.2 The provision of equal-opportunity practices for
non-managerial employees 588
28.3 The provision of high-involvement practices for
non-managerial employees 589
ist of ontributors
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MathewR.AllenisadoctoralcandidateinhumanresourcemanagementatCornell
University where his research is concerned with the relationship between HR
practicesandfirmperformanceamongsmallbusinesses.
Stephen Bach is Reader in Employment Relations and Management at King’s
College,UniversityofLondon.Hisresearchinterestsincludepublicsectorrestruc-
turing and public sector unionism and his publications include Employment
RelationsandtheHealthService:TheManagementofReforms(Routledge).
Rosemary Batt is Professorof Women and Work at the New York State Schoolof
Industrial and Labor Relations, Cornell University. Her research ranges across
high-performanceworksystems,unions,internationalandcomparativeworkplace
studies,technology,andworkandfamily issues,andherpublicationsincludeThe
New American Workplace: Transforming Work Systems in the U.S. (ILR Press,
Cornell)withEileenAppelbaum.
Paul Boselie is an Assistant Professor in Human Resources Studies in the Faculty
of Social and Behavioural Sciences at Tilburg University. His research traverses
humanresourcemanagement,institutionalism,strategicmanagement,andindustrial
relations.
Peter Boxall is Professor in Human Resource Management at the University of
Auckland where he has served as Head of the Department of Management and
Employment Relations and as an Associate Dean. His research is concerned with
thelinksbetweenHRMandstrategicmanagementandwiththechangingnatureof
work and employment systems and he is the co-author of Strategy and Human
ResourceManagement(PalgraveMacmillan)withJohnPurcell.
Bill Cooke is a Visiting Professor in the School of Labor and Industrial Relations
at Michigan State University. His research concerns multinational companies and
foreignandglobalhumanresource/collectivebargainingstrategies,theintegration
of technology and HRM strategies, work team systems, and union–management
cooperation, and he is editor of Multinational Companies and Global Human
ResourceStrategies(GreenwoodPublishing).
John Cordery is Professor of Organizational and Labour Studies in the School of
Economics and Commerce at the University of Western Australia where he has