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.
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.
Professor Jaap Paauwe is Professor of Human Resource Studies at Tilburg University, the Netherlands and Director of the People Management Centre. He has written and co-authored books on human resource management and published many articles in international refereed journals. In 2005 he joined Cornell University (USA) as a visiting fellow. In 2005 he received the Dutch HRM network Award for his book on HRM and Performance: Achieving Long Term Viability (OUP, June 2004). In 2012 he was listed 15th in the top 20 of most influential international thinkers in HR by the UK HR Magazine professional journal. Recently he edited together with David Guest and Patrick Wright the book: HRM and Performance: Achievements and Challenges (Wiley, 2013) with an overview of what has been achieved in this area in the past 15-20 years and what challenges are still lying ahead Elaine Farndale is Associate Professor in Human Resource Management at the School of Labor and Employment Relations, Pennsylvania State University (USA), where she is also Founder and Director of the Center for International Human Resource Studies. She is affiliated with the Department of Human Resource Studies at Tilburg University (Netherlands). Her widely-published research encompasses the broad field of strategic (international) human resource management. Elaine completed her PhD at Cranfield School of Management (UK), and worked previously as an HR specialist for several years. She has also served as Co-Editor-in-Chief for Human Resource Management Journal, and Associate Editor for Human Resource Management and International Journal of Human Resource Management.
Inhaltsangabe
1: Introduction 2: HRM and Strategy 3: The More Fits the Better 4: Human Resource Management in Context: An Institutional Perspective 5: HRM and Performance: Achievements and Challenges 6: The Contextual SHRM Framework 7: The Contextual SHRM Framework in Practice 8: Sector Level Application of the Contextual SHRM Model 9: International HRM Perspectives on High-Performing Multinational Corporations 10: HR Profession Roles and Performance 11: Human Resource Delivery and Metrics 12: Reflections for the Future
1: Introduction 2: HRM and Strategy 3: The More Fits the Better 4: Human Resource Management in Context: An Institutional Perspective 5: HRM and Performance: Achievements and Challenges 6: The Contextual SHRM Framework 7: The Contextual SHRM Framework in Practice 8: Sector Level Application of the Contextual SHRM Model 9: International HRM Perspectives on High-Performing Multinational Corporations 10: HR Profession Roles and Performance 11: Human Resource Delivery and Metrics 12: Reflections for the Future
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