- The Oxford Handbook of Human Resource Management
- List of Figures
- List of Tables
- List of Contributors
- Human Resource Management: Scope, Analysis, and Significance
- The Development of HRM in Historical and International Perspective
- The Goals of HRM
- Economics and HRM
- Strategic Management and HRM
- Organization Theory and HRM
- HRM and the Worker: Towards a New Psychological Contract?
- HRM and the Worker: Labor Process Perspectives
- HRM and Societal Embeddedness
- Work Organization
- Employment Subsystems and the ‘HR Architecture’
- Employee Voice Systems
- EEO and the Management of Diversity
- Recruitment Strategy
- Selection Decision-Making
- Training, Development, and Competence
- Remuneration: Pay Effects at Work
- Performance Management
- HRM Systems and the Problem of Internal Fit
- HRM and Contemporary Manufacturing
- Service Strategies: Marketing, Operations, and Human Resource Practices
- HRM and Knowledge Workers
- HRM and the New Public Management
- Multinational Companies and Global Human Resource Strategy
- Transnational Firms and Cultural Diversity
- HRM and Business Performance
- Modeling HRM and Performance Linkages
- Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain
- Social Legitimacy of the HRM Profession: A US Perspective
Abstract and Keywords
This article first reviews the alternative theoretical approaches to human resource management that have been developed in the academic literature and discusses why these need to incorporate conceptual advances from services' marketing and operations management. Here, it also discusses the evidence regarding what strategies lead to better service and sales, under what conditions, and why. It then examines alternative organizational models that rely on outsourcing and supply chain management for customer service and sales and the arguments for and against these approaches. The next section reviews real world trends: what strategies are companies actually pursuing and what are the results for consumers and employees? The article closes with conclusions about the future direction of service management strategies and the role of HRM in them.
Rosemary Batt is Professor of Women and Work at the New York State School of Industrial and Labor Relations, Cornell University. Her research ranges across high-performance work systems, unions, international and comparative workplace studies, technology, and work and family issues, and her publications include The New American Workplace: Transforming Work Systems in the U.S. (ILR Press, Cornell) with Eileen Appelbaum.
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