- 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
The past three decades have witnessed major changes to organizations and the work that is performed by their members, brought about in the main by technological changes and global competition. Terms such as lean production, manufacturing business process re-engineering, outsourcing, team-based working, kaizen, just-in-time production, empowerment, call centers, contingent workers, virtual teams, tele-work, and the learning organization are just some of the words that have entered the lingua franca of management, denoting ways in which organizations have attempted to respond to such changes. This article outlines a systems framework for describing the ways in which work activities are structured and coordinated by organizations in response to technological, economic, and social imperatives. In doing so, it is particularly mindful of the impact that evolving work configurations have upon an organization, its members, and the broader environment within which that organization operates.
John Cordery is Professor of Organizational and Labour Studies in the School of Economics and Commerce at the University of Western Australia where he has served as Head of Department. His research focuses on new technology and work design, team-based work organization and organizational trust.
Sharon K. Parker, UWA Business School, The University of Western Australia
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