Strategy, HRM, and Performance: A Contextual Approach by Jaap PaauweThe book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of performance that has been largely driven by a managerialist, profit motive, with little regard for the human element.
This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human
Resource Management Framework.
The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.
Hrm and Performance: Achievements and Challenges (Electronic book text)
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However, few studies have explicitly addressed the multidimensional character of performance and linked HR practices to various outcome dimensions. This study therefore adds to the literature by relating HR practices to three outcome dimensions: financial, organizational and employee HR outcomes. Furthermore, we will analyze how HR practices influence these outcome dimensions, focusing on the mediating role of job satisfaction. Data from autumn to autumn were analyzed. Clients were surveyed using the Client Quality Index for long-term care, via stratified sampling.
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Jaap Paauwe , Elaine Farndale. The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date.
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The link between HRM and performance has become an important policy issue at both a national and a corporate level. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance? The aim of this book is to draw on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. The Competition This book is distinctive in drawing together a number of leading academics to review progress to date and future prospects in the field of HRM with specific reference to performance and other outcomes. It covers the core issues in a comprehensive way. There are a number of excellent books that overlap in some respects but either address specific issues in much more depth or have a rather different focus.