- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
This article focuses on two streams of theory-driven empirical research on human resource management (HRM). The first is the ‘mainstream’, predominantly survey-based research on the nature of ‘strategic’ high-commitment/high-performance HRM and its relationship to organizational performance. Given its dominance in present HRM research agenda-setting in the most prestigious North American journals, this article devotes most of its space to discussing this stream of research. The second stream is the work that derives from critical, often case-study-based, research, informed by a labor process tradition that has been reinvigorated by Foucauldian and discourse analysis perspectives. This research has focused on employees' experience of HRM in the context of lean production, teamworking, and new work sites, whether Japanese manufacturing implants or call centers. It has also been concerned with issues of employee subjectivity, identity, and resistance. Prominent researchers in this stream are typically, but not exclusively, European.
Karen Legge is Professor in Organizational Behaviour, Warwick Business School. Until 2003 Karen was joint editor of the Journal of Management Studies and has also served on numerous editorial boards including Organization, Industrial Relations, Human Resource Management Journal, Gender, Work and Organization, and the British Journal of Industrial Relations. Karen's research interests lie in the area of applying postmodern organization theory to HRM, change management, development of learning organizations, and organizational ethics. She has published widely in these areas, a well-known publication being HRM: Rhetorics and Realities (1995), a new edition of which is forthcoming in 2005.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.