- 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
- Index
Abstract and Keywords
The article is organized in three parts. In the first, it considers the development of personnel economics and argues that there are shortcomings that reflect the one-sided integration of economics into HRM. The second considers a selection of studies that provide a more integrated attempt to span the economics and HRM boundaries. The third, turns to the neglect of variations in national institutions and business systems in the analyses of HRM policies within organizations.
Keywords: personnel economics, national institutions, business system, HRM policies, economics and HRM, organizations
Damian Grimshaw is Professor in Employment Studies and Director of the European Work and Employment Research Centre (EWERC) at the University of Manchester. His research covers several areas of employment policy and practice and his publications include The Organisation of Employment: An International Perspective (Palgrave Macmillan) with Jill Rubery.
Jill Rubery is Professor of Comparative Employment Systems at Manchester Business School,University of Manchester, and Director of the European Work and Employment Research Centre. Recent books that she has co-authored include Fragmenting Work: Blurring Organisational Boundaries and Disordering Hierarchies (with M. Marchington, D. Grimshaw, and H. Willmott, 2004), The Organization of Employment: An International Perspective (with Damian Grimshaw, 2003), ManagingEmployment Change: The New Realities of Work (with H. Beynon, D. Grimshaw, and K. Ward, 2002), and Women's Employment in Europe: Trends and Prospects (with Mark Smith and Colette Fagan, 1999). email: Jill.Rubery@mbs.ac.uk
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- 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
- Index
