Do human resource management practices actually work? This significant new study uses a new theoretical model, based on empirical research, to examine the links between HR practices and organizational performance.
Do human resource management practices actually work? This significant new study uses a new theoretical model, based on empirical research, to examine the links between HR practices and organizational performance.
John Purcell is Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School. Nicholas Kinnie is Reader in Human Resource Management at the School of Management, University of Bath. Juani Swart is a Senior Lecturer in Organizational Studies at the School of Management, University of Bath. Bruce Rayton lectures in Business Economics and Strategy at the School of Management, University of Bath. Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School.
Inhaltsangabe
1. Understanding the Link Between People Management and Organisational Performance 2. Culture and Values 3. Intended HR Practices 4. Bringing Practices to Life: The Vital Role of Front Line Managers 5. Employees¿ Perceptions, Attitudes and Discretionary Behaviour 6. HR Architecture and Employment Sub-Systems: Practices and Perceptions 7. People and Performance in Professional Knowledge Intensive Organisations 8. Analysing the Links Between People Management and Organisational Performance: The Case of Nationwide Building Society 9. Implications for the Development of Theory and Practice
1. Understanding the Link Between People Management and Organisational Performance 2. Culture and Values 3. Intended HR Practices 4. Bringing Practices to Life: The Vital Role of Front Line Managers 5. Employees¿ Perceptions, Attitudes and Discretionary Behaviour 6. HR Architecture and Employment Sub-Systems: Practices and Perceptions 7. People and Performance in Professional Knowledge Intensive Organisations 8. Analysing the Links Between People Management and Organisational Performance: The Case of Nationwide Building Society 9. Implications for the Development of Theory and Practice
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