- 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 examines a range of frameworks, theories, and research contributions that throw some light on the goals of HRM. As a business school discipline, much of the literature in HRM is normative, designed to support management education and thus setting out an argument about what managers should do or, more modestly, offering an analytical framework to assist practitioners to shape their own policy prescriptions. Fortunately, it also contains studies that test the predictions of theoretical models and thus provide a descriptive picture of what employers actually do. The article reviews both normative and empirical contributions within the HRM canon but its prime objective is to outline the goals of HRM in practice and what needs further research.
Peter Boxall is Professor of Human Resource Management and Associate Dean for Research in the Business School at the University of Auckland. His research is concerned with the links between HRM and strategic management and with the changing nature of work and employment systems. He is the co-author with John Purcell of Strategy and Human Resource Management (Palgrave Macmillan), co-editor with John Purcell and Patrick Wright of the Oxford Handbook of Human Resource Management (Oxford University Press), and co-editor with Richard Freeman and Peter Haynes of What Workers Say: Employee Voice in the Anglo-American Workplace (Cornell University Press).
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