Strategy, HRM, and performance :: a contextual approach /
The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be ef...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Oxford :
Oxford University Press,
2017.
|
| Ausgabe: | Second edition. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why. |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references (pages 211-232) and index. |
| ISBN: | 9780192535993 0192535994 |
Internformat
MARC
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| 245 | 1 | 0 | |a Strategy, HRM, and performance : |b a contextual approach / |c Jaap Paauwe, Elaine Farndale. |
| 250 | |a Second edition. | ||
| 264 | 1 | |a Oxford : |b Oxford University Press, |c 2017. | |
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| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, viewed November 15, 2017) | |
| 504 | |a Includes bibliographical references (pages 211-232) and index. | ||
| 505 | 0 | |a HRM and strategy -- The more fits the better -- HRM in context : an institutional perspective -- HRM and performance : achievements and challenges -- The contextual SHRM framework -- Contextual SHRM framework : organization level -- Contextual SHRM framework : sector level -- Contextual SHRM framework : international level -- HR professionals : roles and performance -- HR delivery and metrics -- Reflections for the future. | |
| 505 | 0 | |a Cover -- Strategy, HRM, and Performance: A Contextual Approach -- Copyright -- Copyright Acknowledgements -- Figures -- Textbox -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- List of Textboxes -- 1: Introduction -- a Human resources are more than just resources -- b The HR function is not solely concerned with financial performance -- c HRM focuses on the exchange relationship between employee and employer -- d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value | |
| 505 | 8 | |a 1.1 Outline of chapters2: HRM and strategy -- 2.1 Introduction -- 2.2 What is strategy? -- 2.3 Implications for HRM and performance -- 2.3.1 The Role of the Entrepreneur -- 2.3.2 Cognitive/Framing Processes -- 2.3.3 Incrementalism/Learning -- 2.3.4 Power and Resources -- 2.3.5 Culture/Ideology -- 2.3.6 Environmental and Institutional Forces -- 2.4 In search of synthesis -- 2.5 Classical strategic approaches in HRM -- 2.6 Practical strategic HRM tools -- 2.7 HRM and strategy: Lessons learned -- APPENDIX -- A2.1 Value creation: The Kano model | |
| 505 | 8 | |a A2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- Quadrant 1 (high value and high uniqueness) -- Quadrant 2 (high value and low uniqueness) -- Quadrant 3 (low value and low uniqueness) -- Quadrant 4 (low value and high uniqueness) -- A2.4 HR value chain: A diagnostic tool -- 3: The more fits the better -- 3.1 Introduction -- 3.2 Traditional forms of fit -- 3.3 Strategic fit -- 3.3.1 Problems With Strategic Fit -- 3.3.2 `Best Fit ́in Strategic Hrm as the Winner? | |
| 505 | 8 | |a 3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- 3.3.5 The Role of the HR Function in Achieving Strategic Fit -- 3.4 Internal fit: The strength of interaction among HRM practices -- 3.5 Organizational fit: Alignment with organizational systems and work systems -- 3.6 Environmental fit: Applying an institutional perspective -- 3.7 Macro-micro fit: Aligning the organizational and individual level -- 3.7.1 The Bath Tub Model -- 3.7.2 Signalling Theory -- 3.8 Is `fit ́enough? | |
| 505 | 8 | |a 3.8.1 Fit and Performance3.9 Conclusions -- 4: HRM in context: An institutional perspective -- 4.1 Introduction -- 4.2 HRM modelling: Why does context matter? -- 4.3 The interaction between HRM and IR -- 4.3.1 Constructive Criticism -- 4.3.2 The Notion of Strategic Choice -- 4.3.3 Different Rationalities -- 4.4 Institutionalism and HRM -- 4.5 Institutional theory and change -- 4.5.1 TOWARDS A SYNTHESIS -- 4.6 Summary and conclusion -- 5: HRM and performance: Achievements and challenges -- 5.1 Introduction -- 5.2 Achievements to date | |
| 520 | |a The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why. | ||
| 650 | 0 | |a Personnel management. |0 http://id.loc.gov/authorities/subjects/sh85100143 | |
| 650 | 0 | |a Performance. |0 http://id.loc.gov/authorities/subjects/sh85099805 | |
| 650 | 0 | |a Performance technology. |0 http://id.loc.gov/authorities/subjects/sh90002026 | |
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| author | Paauwe, J. Farndale, Elaine |
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| author_facet | Paauwe, J. Farndale, Elaine |
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| contents | HRM and strategy -- The more fits the better -- HRM in context : an institutional perspective -- HRM and performance : achievements and challenges -- The contextual SHRM framework -- Contextual SHRM framework : organization level -- Contextual SHRM framework : sector level -- Contextual SHRM framework : international level -- HR professionals : roles and performance -- HR delivery and metrics -- Reflections for the future. Cover -- Strategy, HRM, and Performance: A Contextual Approach -- Copyright -- Copyright Acknowledgements -- Figures -- Textbox -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- List of Textboxes -- 1: Introduction -- a Human resources are more than just resources -- b The HR function is not solely concerned with financial performance -- c HRM focuses on the exchange relationship between employee and employer -- d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value 1.1 Outline of chapters2: HRM and strategy -- 2.1 Introduction -- 2.2 What is strategy? -- 2.3 Implications for HRM and performance -- 2.3.1 The Role of the Entrepreneur -- 2.3.2 Cognitive/Framing Processes -- 2.3.3 Incrementalism/Learning -- 2.3.4 Power and Resources -- 2.3.5 Culture/Ideology -- 2.3.6 Environmental and Institutional Forces -- 2.4 In search of synthesis -- 2.5 Classical strategic approaches in HRM -- 2.6 Practical strategic HRM tools -- 2.7 HRM and strategy: Lessons learned -- APPENDIX -- A2.1 Value creation: The Kano model A2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- Quadrant 1 (high value and high uniqueness) -- Quadrant 2 (high value and low uniqueness) -- Quadrant 3 (low value and low uniqueness) -- Quadrant 4 (low value and high uniqueness) -- A2.4 HR value chain: A diagnostic tool -- 3: The more fits the better -- 3.1 Introduction -- 3.2 Traditional forms of fit -- 3.3 Strategic fit -- 3.3.1 Problems With Strategic Fit -- 3.3.2 `Best Fit ́in Strategic Hrm as the Winner? 3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- 3.3.5 The Role of the HR Function in Achieving Strategic Fit -- 3.4 Internal fit: The strength of interaction among HRM practices -- 3.5 Organizational fit: Alignment with organizational systems and work systems -- 3.6 Environmental fit: Applying an institutional perspective -- 3.7 Macro-micro fit: Aligning the organizational and individual level -- 3.7.1 The Bath Tub Model -- 3.7.2 Signalling Theory -- 3.8 Is `fit ́enough? 3.8.1 Fit and Performance3.9 Conclusions -- 4: HRM in context: An institutional perspective -- 4.1 Introduction -- 4.2 HRM modelling: Why does context matter? -- 4.3 The interaction between HRM and IR -- 4.3.1 Constructive Criticism -- 4.3.2 The Notion of Strategic Choice -- 4.3.3 Different Rationalities -- 4.4 Institutionalism and HRM -- 4.5 Institutional theory and change -- 4.5.1 TOWARDS A SYNTHESIS -- 4.6 Summary and conclusion -- 5: HRM and performance: Achievements and challenges -- 5.1 Introduction -- 5.2 Achievements to date |
| ctrlnum | (OCoLC)1011496938 |
| dewey-full | 658.3/14 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3/14 |
| dewey-search | 658.3/14 |
| dewey-sort | 3658.3 214 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | Second edition. |
| format | Electronic eBook |
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| id | ZDB-4-EBA-on1011496938 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:28:06Z |
| institution | BVB |
| isbn | 9780192535993 0192535994 |
| language | English |
| oclc_num | 1011496938 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource |
| psigel | ZDB-4-EBA |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Oxford University Press, |
| record_format | marc |
| spelling | Paauwe, J., author. http://id.loc.gov/authorities/names/n86044943 Strategy, HRM, and performance : a contextual approach / Jaap Paauwe, Elaine Farndale. Second edition. Oxford : Oxford University Press, 2017. 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Online resource; title from PDF title page (EBSCO, viewed November 15, 2017) Includes bibliographical references (pages 211-232) and index. HRM and strategy -- The more fits the better -- HRM in context : an institutional perspective -- HRM and performance : achievements and challenges -- The contextual SHRM framework -- Contextual SHRM framework : organization level -- Contextual SHRM framework : sector level -- Contextual SHRM framework : international level -- HR professionals : roles and performance -- HR delivery and metrics -- Reflections for the future. Cover -- Strategy, HRM, and Performance: A Contextual Approach -- Copyright -- Copyright Acknowledgements -- Figures -- Textbox -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- List of Textboxes -- 1: Introduction -- a Human resources are more than just resources -- b The HR function is not solely concerned with financial performance -- c HRM focuses on the exchange relationship between employee and employer -- d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value 1.1 Outline of chapters2: HRM and strategy -- 2.1 Introduction -- 2.2 What is strategy? -- 2.3 Implications for HRM and performance -- 2.3.1 The Role of the Entrepreneur -- 2.3.2 Cognitive/Framing Processes -- 2.3.3 Incrementalism/Learning -- 2.3.4 Power and Resources -- 2.3.5 Culture/Ideology -- 2.3.6 Environmental and Institutional Forces -- 2.4 In search of synthesis -- 2.5 Classical strategic approaches in HRM -- 2.6 Practical strategic HRM tools -- 2.7 HRM and strategy: Lessons learned -- APPENDIX -- A2.1 Value creation: The Kano model A2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- Quadrant 1 (high value and high uniqueness) -- Quadrant 2 (high value and low uniqueness) -- Quadrant 3 (low value and low uniqueness) -- Quadrant 4 (low value and high uniqueness) -- A2.4 HR value chain: A diagnostic tool -- 3: The more fits the better -- 3.1 Introduction -- 3.2 Traditional forms of fit -- 3.3 Strategic fit -- 3.3.1 Problems With Strategic Fit -- 3.3.2 `Best Fit ́in Strategic Hrm as the Winner? 3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- 3.3.5 The Role of the HR Function in Achieving Strategic Fit -- 3.4 Internal fit: The strength of interaction among HRM practices -- 3.5 Organizational fit: Alignment with organizational systems and work systems -- 3.6 Environmental fit: Applying an institutional perspective -- 3.7 Macro-micro fit: Aligning the organizational and individual level -- 3.7.1 The Bath Tub Model -- 3.7.2 Signalling Theory -- 3.8 Is `fit ́enough? 3.8.1 Fit and Performance3.9 Conclusions -- 4: HRM in context: An institutional perspective -- 4.1 Introduction -- 4.2 HRM modelling: Why does context matter? -- 4.3 The interaction between HRM and IR -- 4.3.1 Constructive Criticism -- 4.3.2 The Notion of Strategic Choice -- 4.3.3 Different Rationalities -- 4.4 Institutionalism and HRM -- 4.5 Institutional theory and change -- 4.5.1 TOWARDS A SYNTHESIS -- 4.6 Summary and conclusion -- 5: HRM and performance: Achievements and challenges -- 5.1 Introduction -- 5.2 Achievements to date The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why. Personnel management. http://id.loc.gov/authorities/subjects/sh85100143 Performance. http://id.loc.gov/authorities/subjects/sh85099805 Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Personnel Direction. Rendement au travail. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Performance technology fast Performance fast Personnel management fast Farndale, Elaine, author. http://id.loc.gov/authorities/names/no2018011857 Print version: Paauwe, J. HRM and performance. Strategy, HRM, and performance. Second edition. Oxford : Oxford University Press, 2017 9780198808596 (DLC) 2017941626 (OCoLC)1012122611 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1630769 Volltext |
| spellingShingle | Paauwe, J. Farndale, Elaine Strategy, HRM, and performance : a contextual approach / HRM and strategy -- The more fits the better -- HRM in context : an institutional perspective -- HRM and performance : achievements and challenges -- The contextual SHRM framework -- Contextual SHRM framework : organization level -- Contextual SHRM framework : sector level -- Contextual SHRM framework : international level -- HR professionals : roles and performance -- HR delivery and metrics -- Reflections for the future. Cover -- Strategy, HRM, and Performance: A Contextual Approach -- Copyright -- Copyright Acknowledgements -- Figures -- Textbox -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- List of Textboxes -- 1: Introduction -- a Human resources are more than just resources -- b The HR function is not solely concerned with financial performance -- c HRM focuses on the exchange relationship between employee and employer -- d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value 1.1 Outline of chapters2: HRM and strategy -- 2.1 Introduction -- 2.2 What is strategy? -- 2.3 Implications for HRM and performance -- 2.3.1 The Role of the Entrepreneur -- 2.3.2 Cognitive/Framing Processes -- 2.3.3 Incrementalism/Learning -- 2.3.4 Power and Resources -- 2.3.5 Culture/Ideology -- 2.3.6 Environmental and Institutional Forces -- 2.4 In search of synthesis -- 2.5 Classical strategic approaches in HRM -- 2.6 Practical strategic HRM tools -- 2.7 HRM and strategy: Lessons learned -- APPENDIX -- A2.1 Value creation: The Kano model A2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- Quadrant 1 (high value and high uniqueness) -- Quadrant 2 (high value and low uniqueness) -- Quadrant 3 (low value and low uniqueness) -- Quadrant 4 (low value and high uniqueness) -- A2.4 HR value chain: A diagnostic tool -- 3: The more fits the better -- 3.1 Introduction -- 3.2 Traditional forms of fit -- 3.3 Strategic fit -- 3.3.1 Problems With Strategic Fit -- 3.3.2 `Best Fit ́in Strategic Hrm as the Winner? 3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- 3.3.5 The Role of the HR Function in Achieving Strategic Fit -- 3.4 Internal fit: The strength of interaction among HRM practices -- 3.5 Organizational fit: Alignment with organizational systems and work systems -- 3.6 Environmental fit: Applying an institutional perspective -- 3.7 Macro-micro fit: Aligning the organizational and individual level -- 3.7.1 The Bath Tub Model -- 3.7.2 Signalling Theory -- 3.8 Is `fit ́enough? 3.8.1 Fit and Performance3.9 Conclusions -- 4: HRM in context: An institutional perspective -- 4.1 Introduction -- 4.2 HRM modelling: Why does context matter? -- 4.3 The interaction between HRM and IR -- 4.3.1 Constructive Criticism -- 4.3.2 The Notion of Strategic Choice -- 4.3.3 Different Rationalities -- 4.4 Institutionalism and HRM -- 4.5 Institutional theory and change -- 4.5.1 TOWARDS A SYNTHESIS -- 4.6 Summary and conclusion -- 5: HRM and performance: Achievements and challenges -- 5.1 Introduction -- 5.2 Achievements to date Personnel management. http://id.loc.gov/authorities/subjects/sh85100143 Performance. http://id.loc.gov/authorities/subjects/sh85099805 Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Personnel Direction. Rendement au travail. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Performance technology fast Performance fast Personnel management fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85100143 http://id.loc.gov/authorities/subjects/sh85099805 http://id.loc.gov/authorities/subjects/sh90002026 |
| title | Strategy, HRM, and performance : a contextual approach / |
| title_auth | Strategy, HRM, and performance : a contextual approach / |
| title_exact_search | Strategy, HRM, and performance : a contextual approach / |
| title_full | Strategy, HRM, and performance : a contextual approach / Jaap Paauwe, Elaine Farndale. |
| title_fullStr | Strategy, HRM, and performance : a contextual approach / Jaap Paauwe, Elaine Farndale. |
| title_full_unstemmed | Strategy, HRM, and performance : a contextual approach / Jaap Paauwe, Elaine Farndale. |
| title_short | Strategy, HRM, and performance : |
| title_sort | strategy hrm and performance a contextual approach |
| title_sub | a contextual approach / |
| topic | Personnel management. http://id.loc.gov/authorities/subjects/sh85100143 Performance. http://id.loc.gov/authorities/subjects/sh85099805 Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Personnel Direction. Rendement au travail. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Performance technology fast Performance fast Personnel management fast |
| topic_facet | Personnel management. Performance. Performance technology. Personnel Direction. Rendement au travail. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Performance technology Performance Personnel management |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1630769 |
| work_keys_str_mv | AT paauwej strategyhrmandperformanceacontextualapproach AT farndaleelaine strategyhrmandperformanceacontextualapproach |