Strategic HRM and performance: a conceptual framework
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Red Globe Press
2019
|
| Ausgabe: | First edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltstext http://www.springer.com/ Inhaltsverzeichnis |
| Beschreibung: | xxiii, 279 Seiten 30 Illustrationen 23.5 cm x 15.5 cm |
| ISBN: | 9781137605016 1137605014 |
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Datensatz im Suchindex
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| adam_text | CONTENTS
List of Figures and Tables xii
Preface xiv
INTRODUCTION: THE FOUR DIMENSIONS
OF HRM xv
THE USE OF METAPHORS FOR HRM xvi
THE FOUR DIMENSIONS xvni
THE FOUR-DIMENSIONAL ROLE FOR THE HR MANAGER xxi
AN OUTLINE OF THIS BOOK xxii
PART I THE INSTRUMENTAL DIMENSION 1
1 THE BASIC ELEMENTS OF THE INSTRUMENTAL
DIMENSION 3
1.1 THE HISTORY OF ADMINISTRATIVE CONTROL
TOWARDS INTERNAL SERVICE 4
1.2 THE ROLE OF SOCIAL PARTNERS IN SETTING
UP INSTRUMENTAL SYSTEMS 6
1.3 THE CORE BUSINESS OF THE INSTRUMENTAL
DIMENSION 7
1.3.1 THE ADMINISTRATIVE SERVICE: THE NECESSITY OF
PAPERWORK 7
1.3.2 THE ORGANIZATIONAL SERVICE: FROM SIMPLE TO
COMPLEX WORK ORGANIZATION 11
1.3.3 THE JURIDICAL SERVICE: THE LEGAL FRAMEWORK
OF HRM 17
1.4 THE 5 ‘E’S IN SETTING UP THE INSTRUMENTAL HRM 18
SUMMARY 20
v
CONTENTS
2 TOWARDS A MORE TRANSPARENT, LEGITIMATE,
FORWARD-LOOKING AND
RESULT-DRIVEN SERVICE 23
2.1 TRANSPARENCY IS MORE THAN OBJECTIVITY IN HRM 24
2.2 THE SEARCH FOR JUSTICE IN HRM 26
2.2.1 PROCEDURAL JUSTICE 26
2.2.2 DISTRIBUTIVE JUSTICE 28
2.2.3 INTERACTIONAL JUSTICE 30
2.2.4 HRM’S RESPONSIBILITY IN REACHING
ORGANIZATIONAL JUSTICE 30
2.3 LESS ADMINISTRATION AND MORE STRATEGY 31
2.4 THE HRM DEPARTMENT: TOWARDS MORE
RESULT-ORIENTED APPROACHES 33
SUMMARY 35
3 THE ORGANIZATION OF HRM SERVICES 37
3.1 HRM AND CONTINUOUS IMPROVEMENT 37
3.2 HRM AND REENGINEERING 38
3.2.1 THE USE OF ICT IN HRM 40
3.2.2 THE AMBITION OF ELECTRONIC HRM 41
3.3 HRM1S: THE WAY TO AN ICT-DRIVEN EXPERT
SYSTEM IN HRM 46
3.4 OUTSOURCING, INSOURCING OR CO-SOURCING 49
3.5 HRM SHARED SERVICE CENTRES 52
SUMMARY 54
PART II THE PEOPLE DIMENSION 59
4 MOTIVATION AND WELLBEING OF EMPLOYEES 61
4.1 HUMAN RELATIONS: THE FIRST STEPS
IN SOCIO-TECHNICAL THINKING IN HRM 61
4.2 THE BIG CHALLENGE TO MOTIVATE EMPLOYEES 65
4.3 THE IMPORTANCE OF SOCIAL EXCHANGE
BETWEEN LEADER AND EMPLOYEE 68
4.4 FROM COMPLIANCE TO COMMITMENT IN HRM 70
4.5 THE OLD THEORIES OF MOTIVATION 73
VI
CONTENTS
4.6 ACTUAL MOTIVATION: A COMPLEX MIX OF
BEHAVIOURAL INFLUENCE 75
4.6.1 MONEY AS A MOTIVATOR 76
4.6.2 MORE AUTONOMY AS A MOTIVATOR FOR THE
EMPLOYEE 79
4.6.3 MORE PARTICIPATORY MANAGEMENT IN HRM 82
4.6.4 GOAL SETTING MOTIVATES EMPLOYEES 84
4.6.5 CONTEXTUAL FACTORS FOR PERFORMANCE
MANAGEMENT 86
4.6.6 FEEDBACK AS A REINFORCING MECHANISM FOR HRM 88
SUMMARY 89
5 THE ROLE OF LEADERSHIP IN MOTIVATING
EMPLOYEES 94
5.1 THE CHANGING ROLE OF EXECUTIVES AND MANAGERS 94
5.2 FROM TRANSACTIONAL TO INNOVATIVE LEADERSHIP 96
5.2.1 TRANSACTIONAL LEADERSHIP 96
5.2.2 SOCIAL LEADERSHIP 97
5.2.3 SITUATIONAL LEADERSHIP 99
5.2.4 TRANSFORMATIONAL LEADERSHIP 101
5.2.5 AUTHENTIC LEADERSHIP 101
5.2.6 INNOVATIVE LEADERSHIP 102
5.3 LEADERSHIP AND MANAGEMENT 102
5.4 TOWARDS STRATEGIC LEADERSHIP IN
ORGANIZATIONS 104
SUMMARY 105
6 THE IMPORTANCE OF THE SOCIAL
ENVIRONMENT 107
6.1 THE SUPPORTIVE ROLE OF HRM FOR LINE MANAGERS 107
6.2 SOCIAL-TECHNOLOGICAL SERVICE 108
6.3 INTERNAL COMMUNICATION 110
6.4 DEVELOPING FLEXIBLE WORKING CONDITIONS 111
6.5 TEAM MANAGEMENT AS A SYSTEM FOR INTENSIVE
COLLABORATION 113
6.6 TOWARDS A SAFE, COMFORTABLE AND
CHALLENGING WORK ENVIRONMENT 113
vii
CONTENTS
6.7 THE PEOPLE DIMENSION AS SOCIAL ADDED VALUE
FOR THE ORGANIZATION 115
SUMMARY 116
PART III THE STRATEGIC DIMENSION 119
7 THE ESSENCE OF STRATEGIC HRM 121
7.1 FROM AD HOC PERSONNEL MANAGEMENT
TOWARDS A PROACTIVE HUMAN RESOURCE
MANAGEMENT 121
7.2 THE DEBATE ON STRATEGIC HRM VERSUS
PERSONNEL MANAGEMENT 123
7.3 HRM: STRATEGIC THINKING AND ACTING IN
RELATION TO THE ENVIRONMENT 125
7.3.1 THE OUTSIDE-IN PERSPECTIVE: LOOKING AT THE
ENVIRONMENT 126
7.3.2 THE INSIDE-OUT PERSPECTIVE: LOOKING AT THE
INTERNAL CAPACITY 131
7.4 BASIC MODELS IN STRATEGIC HRM 136
7.5 TOWARDS A STRATEGIC VALUE CHAIN FOR HRM 137
7.6 STRATEGIC HRM AND HRM STRATEGY 141
SUMMARY 143
8 FOUR APPROACHES IN STRATEGIC HRM 147
8.1 THE UNIVERSALISTIC APPROACH: A ONE BEST WAY’
OF HRM? 147
8.1.1 TO A LIST OF SUCCESSFUL HRM PRACTICES 147
8.1.2 CONSEQUENCES OF THE UNIVERSALISTIC HRM
APPROACH 150
8.1.3 CRITIQUE OF THE UNIVERSALISTIC APPROACH 152
8.2 THE CONTINGENCY APPROACH 153
8.2.1 THE ENVIRONMENTAL CHALLENGE OF HRM 153
8.2.2 CRITIQUE OF THE CONTINGENCY APPROACH 157
8.3 THE CONFIGURATION APPROACH 157
8.3.1 THE POWER OF BUNDLING HRM SYSTEMS AND
PRACTICES 157
8.3.2 THE SYSTEM STRENGTH OF THE CONFIGURATION
APPROACH 162
viii
CONTENTS
8.4 THE CONTEXTUAL APPROACH 163
8.4.1 THE MAIN FEATURES OF THE CONTEXTUAL
APPROACH 163
8.5 HRM AS A MIX OF APPROACHES 165
SUMMARY 167
9 STRATEGIC HRM: VERTICAL AS WELL AS
HORIZONTAL INTEGRATION 171
9.1 THE REALIZATION OF VERTICAL INTEGRATION: HRM
AS A CONTRIBUTION TO THE ORGANIZATIONAL
STRATEGY 171
9.2 HORIZONTAL INTEGRATION: FROM PRACTICE TO
POLICY 174
9.3 REQUIREMENTS FOR STRATEGIC INTEGRATION 176
9.3.1 COMPLETENESS: ARE ALL HRM PRACTICES APPLIED? 177
9.3.2 INTERNAL SYSTEMATICS: IS HRM SYSTEMATICALLY
INTEGRATED IN THE ORGANIZATION? 177
9.3.3 INTERNAL RANGE: IS EVERYONE COVERED BY HRM? 178
9.3.4 INTERNAL CONSISTENCY: ARE THERE NO
CONTRADICTIONS IN THE IMPLEMENTED HRM? 178
9.3.5 EXTERNAL CONSISTENCY: IS THE IMPLEMENTED HRM
IN ACCORDANCE WITH THE ENVIRONMENT? 179
9.3.6 PRAGMATICS: IS THE IMPLEMENTED HRM WORKABLE? 179
9.3.7 ACCEPTABILITY: DOES EVERYONE SUPPORT HRM? 179
9.3.8 VISIBILITY: IS THE ADDED VALUE CLEAR FOR
EVERYONE? 180
9.4 THE NEED FOR AN ACCURATE FOLLOW-UP OF HRM 180
9.5 STRATEGIC HRM FROM A MULTIPLE STAKEHOLDER
APPROACH 181
9.6 SUSTAINABLE HRM: A NEW CHALLENGE 183
9.7 TOWARDS A MEASUREMENT CULTURE IN HRM 186
9.7.1 FROM DESCRIPTIVE TO ANALYTICAL HRM
MEASUREMENT 187
9.7.2 FROM DESCRIPTIVE TO PRESCRIPTIVE
MEASUREMENT IN HRM 188
9.8 PERFORMANCE MANAGEMENT AS HRM
ENHANCEMENT 190
SUMMARY 193
IX
CONTENTS
PART IV THE ORGANIZATIONAL DIMENSION 197
10 ORGANIZATIONAL STRUCTURES AND
CULTURES AS PRECONDITIONS FOR AN
EFFECTIVE HRM 199
10.1 THE ACTUAL CHALLENGE FOR ORGANIZATIONS 200
10.2 THE SIGNIFICANCE OF ORGANIZATIONAL CULTURES
FOR HRM 204
10.3 SOME VIEWS ON ORGANIZATIONAL CULTURES 206
10.3.1 HARRISON: A TRADITIONAL VIEW ON
ORGANIZATIONAL CULTURE 206
10.3.2 THE COMPETING VALUES FRAMEWORK OF QUINN
AND CAMERON 206
10.4 THE ROLE OF HRM IN AN INTERNATIONAL AND
CULTURAL CONTEXT 209
10.5 THE NECESSITY OF ORGANIZATIONAL STRUCTURES 210
SUMMARY 211
11 FACILITATING ORGANIZATIONAL DESIGNS 214
11.1 THE INSTRUMENTAL ORGANIZATION 214
11.2 THE QUALITY ORGANIZATION 215
11.3 THE RESULTS-ORIENTED ORGANIZATION 218
11.4 THE CLIENT-CENTRED ORGANIZATION 224
11.5 THE PEOPLE ORGANIZATION 225
11.6 TEAM ORGANIZATION AS A RESULTS-ORIENTED
FORM OF COOPERATION 227
11.7 THE LEARNING ORGANIZATION 231
11.8 THE FLEXIBLE ORGANIZATION 234
11.9 THE INNOVATIVE ORGANIZATION 235
11.10 THE SEARCH FOR FACILITATING STRUCTURES AND
CULTURES 236
11.11 FACILITATING DESIGNS AND ORGANIZATIONAL
DEVELOPMENT 238
SUMMARY 238
x
CONTENTS
12 THE ORGANIZATION OF THE HRM FUNCTION 241
12.1 TRENDS IN THE STRATEGIC POSITIONING OF HRM 242
12.1.1 HRM: LESS CONTROL AND MORE STRATEGIC
POSITIONING OF HRM 242
12.1.2 THE DEVOLUTION OF HRM 244
12.1.3 THE INDIVIDUALIZATION OF HRM 245
12.2 ORGANIZATIONAL SOLUTIONS FOR DEVELOPING HRM 246
12.2.1 LINE-STAFF SOLUTIONS FOR HRM 246
12.2.2 HRM DEPARTMENT AS SUPPORTIVE SERVICE DELIVERY 246
12.2.3 PERFORMANCE-BASED ORGANIZATION OF HRM 247
12.2.4 SHARED SERVICE AS AN ALTERNATIVE FOR
OUTSOURCING 247
12.3 THE ROLE OF HRM IN THE ORGANIZATION 248
12.3.1 THE TRADITIONAL VIEWS ON THE ROLE OF HRM 248
12.3.2 THE CURRENT ROLE DEFINITION OF HRM 250
12.4 HRM ROLES FROM A FOUR-DIMENSIONAL APPROACH 252
SUMMARY 258
Index 261
XI
|
| any_adam_object | 1 |
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| author_facet | Vanderstraeten, Alex |
| author_role | aut |
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| discipline | Wirtschaftswissenschaften |
| edition | First edition |
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| publisher | Red Globe Press |
| record_format | marc |
| spelling | Vanderstraeten, Alex Verfasser aut Strategic HRM and performance a conceptual framework Alex Vanderstraeten First edition Oxford Red Globe Press 2019 xxiii, 279 Seiten 30 Illustrationen 23.5 cm x 15.5 cm txt rdacontent n rdamedia nc rdacarrier Unternehmenserfolg (DE-588)4223768-3 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf KJMV2 Advanced HRM Conceptual Framework Instrumental Performance Strategic Human Resource Management (DE-588)4123623-3 Lehrbuch gnd-content Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s Strategisches Management (DE-588)4124261-0 s Unternehmenserfolg (DE-588)4223768-3 s b DE-604 Erscheint auch als Online-Ausgabe 978-1-137-60502-3 Erscheint auch als Online-Ausgabe 978-1-137-60503-0 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=2f2f191f767a4f359d80a258e3b121ad&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030635960&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1 |
| spellingShingle | Vanderstraeten, Alex Strategic HRM and performance a conceptual framework Unternehmenserfolg (DE-588)4223768-3 gnd Strategisches Management (DE-588)4124261-0 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| subject_GND | (DE-588)4223768-3 (DE-588)4124261-0 (DE-588)4240300-5 (DE-588)4121465-1 (DE-588)4123623-3 |
| title | Strategic HRM and performance a conceptual framework |
| title_auth | Strategic HRM and performance a conceptual framework |
| title_exact_search | Strategic HRM and performance a conceptual framework |
| title_full | Strategic HRM and performance a conceptual framework Alex Vanderstraeten |
| title_fullStr | Strategic HRM and performance a conceptual framework Alex Vanderstraeten |
| title_full_unstemmed | Strategic HRM and performance a conceptual framework Alex Vanderstraeten |
| title_short | Strategic HRM and performance |
| title_sort | strategic hrm and performance a conceptual framework |
| title_sub | a conceptual framework |
| topic | Unternehmenserfolg (DE-588)4223768-3 gnd Strategisches Management (DE-588)4124261-0 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Unternehmenserfolg Strategisches Management Humanvermögen Personalentwicklung Lehrbuch |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=2f2f191f767a4f359d80a258e3b121ad&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030635960&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT vanderstraetenalex strategichrmandperformanceaconceptualframework |