- 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 reveals two ‘ideal type’ approaches to HRM that address the issue of control of workers in rather different ways. The ‘high-commitment’ model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The ‘performance management’ model allows managers to retain control and uses HR practices as a means of directing workers' efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate elements of these two contrasting approaches. At a strategic level, this might be achieved through the concept of flexibility.
David E. Guest is Professor of Organizational Psychology and Human Resource Management at King's College, University of London. His research examines the relationship between human resource management, corporate performance, and employee well-being as well as including studies of psychological contracting and the future of the career.
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