- 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
There is an interesting tension that exists within the HRM literature with regard to employment subsystems. On the one hand, a clear pattern is emerging in strategic HRM research that suggests that HR systems geared toward increased commitment and employee involvement can have a dramatic impact on organizational outcomes. Terms such as commitment-oriented HR systems, high-performance work systems, high-involvement HRM, and the like exude a connotation of extensive investment in, and reliance on, employees. This article first reviews the ‘HR architecture’ to provide a backdrop for our discussion of employment subsystems and changing forms of employment. Second, it examines the implications of globalization, strategy, and managing knowledge flows for how companies structure their portfolio of employment subsystems. Throughout the discussion it offers suggestions for future research.
David Lepak is Professor of Human Resource Management and Department Chair of the HRM department in the School of Management and Labor Relations at Rutgers University. His research focuses on strategic human resource management with an emphasis on employment sub-systems and the HR architecture, contingent labor, intellectual capital, and linking HR systems to important company outcomes. His research has appeared in a variety of outlets such as Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and Human Resource Management. He has co-authored a comprehensive textbook with Mary Gowan entitled Human Resource Management (Prentice Hall, 2008). He is currently associate editor of Academy of Management Review, and serves on the editorial boards of many other academic journals.
Scott A. Snell is Professor of Business Administration at the Darden School of Business, University of Virginia. His research focuses on the development and deployment of intellectual capital as a foundation of an organization's core competencies and he is the author of Managing Human Resources (Southwestern Publishing) with G. W. Bohlander.
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.