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date: 18 February 2020

(p. 621) Index

(p. 621) Index

Note: The following abbreviations are used:

  • HR: Human Resource.

  • HRM: Human Resource Management

Abegglen, J.412
Abell, D. F.389
ability, motivation and opportunity (AMO)539
Abrahamson, M.113
Academy of Human Resource Development (USA)332, 333
Ackroyd, S.152
acquisitions, and selection procedures/practices314
adaptability, and the firm58–9, 70
Adler, N. J.513
Adler, P.408, 410, 418
adverse impact:
and employment discrimination253–4
and selection procedures/practices305–6 see also equal opportunity and diversity management
adverse treatment, and employment discrimination253 see also equal opportunity and diversity management
advertising, and recruitment280
aesthetic labor159
affirmative action254, 266
and selection procedures/practices308–9 see also equal opportunity and diversity management
Agence Nationale Pour l'Emploi335
agency theory, and pay incentives346, 348
Aguilera, R. V.504
Aguinis, H.303, 307
Ahlstrand, B.48, 118, 245, 481
Ailon-Souday, G.161
Aiman-Smith, L.349
Ajzen, I.308
Akerlof, G. A.356
Albanese, M.410, 585
Albright, R.472, 483, 484
Albrow, M.116
Alchian, A.84
Alder, G. S.370
Alesson, M.120
Alge, B. J.370
alignment, see fit
Allen, D. G.245, 246, 293
Allen, N.129, 201
Allscheid, S. P.436
Alvesson, M.154, 450, 454, 455, 457, 462, 469
Alwin, D. H.556n7, 559, 566, 572, 573
Amable, B.83
Ambrose, M. L.370
American Management Association23
American Society for Personnel Administration603
American Society of Personnel Administrators37
American Society of Training and Development333
analytical human resource management4–7
and importance of context4–6
and model construction6
and outcome assessment6–7
and scepticism of universal claims5
Anantharaman, R.543
Anderson, C. A.313
Anderson, J. R.329
Anderson-Connolly, R.415
Anessi-Pessina, E.479
Angrist, J. D.568
Ansoff, H. Igor35
(p. 622) Aoki, M.83, 602
appearances, and aesthetic labor159
Appelbaum, E.130, 139, 140, 155, 158, 234, 236, 245, 407, 408, 409, 415, 430, 431, 443, 546, 560, 572, 574, 583, 584, 588, 610
Appiah-Adu, K.435
Appleyard, M.415, 431
Argote, L.101
Argyris, C.199
Aron, R.217, 218
Aronson, E.373
Arthur, J. B.92, 210, 219, 349, 391, 396, 397, 408, 415, 430, 431, 535n1
Arthur, M.133
Ash, R. A.349
Ashforth, B. E.457
Ashton, D.329, 332, 337
Asia-Pacific Economic Cooperation (APEC), and training and development325, 326
Association of Welfare Workers22
AT&T22, 495
Athey, T. R.334
Athos, A.412n6
Atkinson, J.130, 391
Attewell, P.336
Au, K. Y.198
audit culture, and public sector481, 484–5
Austin, J. T.305, 306, 366
and HRM:
in contemporary period39, 40
origins and early development of24
and New Public Management475
authority, and bureaucracy109
autonomy, and management61–2
Avolio, B. J.198
Axtell, C. M.198
Aycan, Z.511, 513, 519, 520, 525
Azfar, O.350
B F Goodrich Co.21
Babbage, Charles110, 194
Babin, B. J.435
Bach, S.471, 472, 473, 474, 477, 478, 479, 480, 484, 485
Backhaus, K. B.294
Bacon, N.39
Bae, J.92, 253, 267, 406n2, 568, 569
Bailey, D. E.200
Bailyn, L.582, 587, 611
Bain, P.152, 153
Baird, L.53, 95, 96, 170
Bakke, E. Wright29, 34
balanced scorecard8
Balzer, W. K.371, 375
Bamforth, K. W.199
Banker, R. D.201
Barbash, J.49
Barber, A. E.273, 274, 276, 288, 289, 291, 292, 294, 295, 357
Baritz, L.21
Barker, J. R.201, 236, 410
Barksdale, K.136
Barnard, Chester110, 111
Barney, G.158
Barney, J. B.71, 89, 90, 91, 93, 97, 98, 128, 167, 213, 222, 275, 387, 388, 454, 455, 547
Baron, J. N.179, 190, 193, 202, 222, 391, 392, 603
Baron, R.51–2, 70, 78, 572–3
Barratt, E.119, 120
Barrett, G. V.307, 311, 334
Barrett-Power, E.515
Barrick, M. R.334
Bartel, A.58, 537
Bartlett, C. A.456
Bartlett, C. J.369, 375, 376, 504, 521
Bartlett, K. R.511
Bartol, K. M.200
Barton, H.409, 421
Bartunek, J. M.601
Baruch, Y.523
baseball teams:
and pay level357
and pay structure352, 355
Bass, B.35
Batt, R.57, 59, 92, 130, 131, 139, 154, 197, 201, 236, 239, 246, 304, 415, 430, 434, 436, 442, 443, 546, 558n10, 561, 583, 588, 610
Bazerman, M. H.377
Beamish, T.420
Beatty, R. W.521
Beaumont, P.471, 473, 496
Beaupain, T.497
Becker, B.5, 36, 96, 97, 98, 99, 131, 174, 210, 281, 303, 352, 385, 388, 389, 390, 391, 393, 394, 396, 397, 398, 400, 408, 409n3, 539, 545, 546, 554, 555, 560, 565, 571n16, 572, 610
(p. 623) Becker, G.157
Bedeian, A. G.568n14
Beekun, R. I.200
Beer, M.3, 34, 50, 51, 52, 55–6, 167, 169, 189, 193, 199
Beetham, D.116
Begin, J.38
behavioral observation scales (BOS)367, 368–70
behaviorally anchored rating scales (BARS)367–9
Bell, M. P.303, 308
Benders, J.234
Bendick, M.520
Bendix, Reinhard61, 117, 602
Bennett, R. J.306, 312, 313
Benson, G.232, 236, 240, 242, 244, 409
Benson, J.231
Berg, P.583
Berger, J.293
Berk, R.564
Bernardin, H. J.369, 373
Berner, M.55
Berry, L.440
Bertalanffy, L. von113
best fit55, 166
best practice166
and equal employment opportunity policies262–8
Bewley, H.585
Bhattacharya, M.102
Biggart, N.420
Binning, J. F.311
Bird, A.494
Bjørnåvold, J.333
Black, S. E.610
Blackler, F.450, 452, 453, 454, 459, 465
Blalock, H. M.566
Blasi, J. R.398
Blau, P. M.116, 516
Bloom, M.352, 353, 355, 357
Blount, S.74
Blum T. C.585
Blyer, M.456, 460
Blyton, P.246, 407
Bobko, P.306, 307, 314
Bognanno, M. F.267
Bognanno, M. L.352, 493
Boje, D. M.293
Boles, J. S.435
Bollen, K. A.570
Bolton, S.154
Bomber, W.199
Bond, C. F.556
Bond, J.587
Bontis, N.452
Bordogna, L.473
Borman, W. C.303, 305, 306, 310
Boroff, K. E.231, 238
Borucki, C. C.436
Borys, B.410
Boselie, P.5, 56, 92, 102, 117, 166, 167, 168, 169, 239, 533, 534, 538, 540, 546, 573
Boston Employment Managers Association21
Boswell, W.3, 4, 6, 128, 135, 232, 239, 304, 539
Bosworth, D.73
Bouckaert, G.470, 476
Boudreau, J. W.275, 300, 302
Boulding, K. E.113
Bound, J.568
boundaryless organization364
bounded rationality69
Bowen, D.135, 137, 141, 151, 239, 395, 431, 432, 435, 436, 437, 537, 539, 542, 545, 547, 557, 575
Bowles, S.74
Boxall, P.1, 3, 5, 6, 7, 8, 35, 40, 41, 49, 50, 54–5, 57, 58, 59, 61, 70, 71, 77, 88, 92, 94, 95, 97, 101, 117, 118, 129, 148, 149, 167, 170, 178, 179, 199, 202, 211, 212, 216, 222, 225, 227, 247, 274, 292, 294, 304, 337, 389, 392, 416, 422, 430, 442, 469, 500, 504, 537, 538, 539, 546, 548, 572, 573, 595, 600, 607
Boyatzis, R. E.334
Boyer, E.8
Brady, D.440
Brass, D. J.223
Braverman, H.118, 149
Breaugh, J. A.274, 275, 293, 294, 295
Bresnahan, T. F.431
Bretz, R. D.349, 357
Brewster, C.3–4, 5, 41, 92, 168, 495, 504, 511, 522, 524, 552n1
Bridges, W.133
Brief, A.191, 305, 312, 390
Briggs, V. M.328
Briner, R.134, 135, 136, 137, 138
Broedling, L. A.116
Bronfenbrenner, K.497
(p. 624) Brown, C.415, 431
Brown, D. V.602
Brown, I. C.510
Brown, J.418
Brown, M. P.354, 355, 357, 358, 359, 399
Brown, P.158, 159, 160
Brown, T. C.375
Brown, V. D.29
Brynjolfsson, E.433
Bryson, A.231, 232, 239, 240
Buckley, P. J.493
Budhwar, P.523
Burawoy, M.152
bureaucracy109, 116
Burke, M. J.436
Burns, T.24
Burr, R.193
Burrell, G.111, 112
Burton, J.474
Bush, George W.483
business performance, see firm performance
Butler, Harold24
Butler, J.71, 90, 94, 100, 281
Cable, D. M.274, 282, 283, 289, 293, 295, 349, 357
Cain, G. G.555
call centers:
and control methods432
and customer dissatisfaction434
and customer segmentation strategies443
and impact of HR practices443
and mechanistic work systems195
and motivational work systems196–7, 199
Callaghan, G.154, 160
Camerer, C. F.74
Cameron, J.347
Campbell, D. T.556, 559, 561, 570
Campbell, J.24, 302–3, 305, 312, 366, 375
Campion, M. A.190, 193, 195, 199, 200, 202, 310
Cannella, A. A. Jr101
capital markets, and dominance of161
and Marxist analysis of117–19
and nature of contemporary422
Cappelli, P.29, 38, 95, 158, 237, 241, 258, 273, 293, 294, 295, 356, 408, 409, 464, 535n1, 565n13, 606
Carayon, P.432
Cardy, R. L.366
Carlson, K. D.275
Carpenter, M. A.303, 398
Carroll, G. R.59
Carter, P.111
Cascio, W. E.293, 306
Casson, M. C.493
Castells, M.420
Chadwick, C.606
Champy, J.433
Chan, D.302, 311
change, and institutional theory175–7
and deinstitutionalization176–7
Chapman, J.547
Chase, R. B.431, 433
Chauvin, K.356
Chee, Y.92
Chen, G.376
Chen, J. J.312
Cheng, J. L. C.525
Chiang, F.512
Child, J.115, 171, 601
and impact of foreign direct investment523
and offshoring217
citizenship behaviors, and selection procedures/practices305–6
Civil Rights Act (USA, 1964)253
Clark, K. D.223
class, and manager-worker relations110
Clegg, C. W.188
Clegg, H. A.171
Clegg, S. R.110
Clinton, Bill475, 483
cluster analysis, and internal fit396–7
Coase, R.76
Cobb–Douglas production function75, 77
Cochran, W. G.562, 563
Coff, R.118, 226, 314, 456, 460
Coghill, M. A.110
cognitive evaluation theory, and pay incentives346–7
Cohen, D.419
Cohen, J.554, 555, 562
Cohen, L.26
Cohen, P.555, 562
Cohen, S. G.200
Colbert, A. E.313
Colbert, B. A.281, 393
Cole, R.410, 412
(p. 625) Colella, A.253
Coleman, V. I.305
collaborative HR systems, and idiosyncratic knowledge215
collective bargaining, and origins of human resource management26–7, 29
Colling, T.49
Collins, C. J.223, 273, 274, 275, 280, 281, 290, 291, 294, 295
Collins, H.452
Collins, J. M.435
Colomy, P.113, 177
Colquitt, J. A.179–80
Commission for Racial Equality (UK)254
commitment-oriented HR systems49, 210
and core knowledge213–14
Commons, John23
communities of practice:
and development of419
and manufacturing407, 418–19
compensation policy, see remuneration
competence, and training and development325, 333–6
and criticism of approach336
and drivers of approach to333–4
and France335
and future of338
and Germany335–6
and lack of definition334
and United Kingdom335
and United States334–5
and widespread adoption of approach336
competitive advantage:
and dynamic capabilities500
and equal employment opportunity policies261–2, 266–7
and firm's resources71
and foreign direct investment493
and HRM59–61, 128, 129, 388
and human capital88, 101, 167, 210, 464–5
knowledge stocks222–3
and knowledge management212
and profitability491
and recruitment275–6
and resource-based view of firm89–90, 91–2, 222
and strategic HRM92, 385
competitive strategy:
and HRM goals53–5
and services management438–9, 444
compliance-based HR systems, and ancillary knowledge215
concertive work systems199–201
Conference Board605
and best fit vs best practice166
and employee voice systems233, 242–4, 247
and external economic conditions71
and HRM goals51–2, 53–6
and importance of4–6
and knowledge production453–4
and national differences:
employment systems81–2
institutional settings168
varieties of capitalism82–3
and new institutionalism173–4
institutional theory and change175–7
and performance appraisal/management371, 373–4
and recruitment282–91
and strategic contingency approaches169–71
and strategic HRM94
HR practices and fit95–6
human capital and fit94–5
potential pitfalls of fit96–7 see also societal embeddedness
Conti, R.415
contingency theory:
and organization theory114–15
and strategic contingency approaches169–71
contracts, see psychological contract
Contu, A.419
Conway, N.133, 134, 135, 136, 137, 138, 140, 141, 481, 545
Conyon, M. J.352
Cook, T. D.556, 561, 570
Cooke, P.408
Cooke, W. N.62, 266–7, 493, 496, 497, 501
Cool, K.212, 223
Cooper, D. L.525
Cooper, J.153
Corby, S.479
Cordery, J.191, 192, 193, 197, 198, 199, 201
core knowledge, and location of211
corporate culture, and managerial control152
(p. 626) corporate social performance, and recruitment280
corporate social responsibility:
and codes of conduct499
and definition of498
and multinational companies498–9, 503
Cortina, L. M.312
Costco Wholesale Corporation344–5, 357, 358
and employee motivation58
and HRM goals57–8
counterproductivity, and selection procedures/practices311–14
Cousins, R.139
Cowherd, D. M.353
Cox, A.240, 241
Cox, T.255, 261, 510, 515
Coyle-Shapiro, J.58, 134, 136, 137, 473, 542
Craig, D.33
Cramton, C. D.517
creative destruction71
Crewson, P.473
Crichton, A.331
critical incident technique368
Cronbach, L. J.558, 565n13
Cronin, J. J. J.435
Crooker, K. J.595
Crouch, C.327
Cully, M.140
cultural diversity:
and convergence-divergence debate512–13
and cross-cultural research511–12
and globalization509
and management practice511–12
and multinational companies510, 518–19
diversity management initiatives520
employees in developing countries523
expanded role of HRM managers521–2
future research on524–5
HRM practices519–20
HRM structure520–1
integrated approach to516, 525
managerial competencies522–3
performance appraisal/management520
universalistic assumptions523–4
and national culture512
and performance514
cultural intelligence518
integrated approach to516
negative impact of514–15
positive impact of515–16
transnational teams517–18
cultural identity510
cultural intelligence518
and concept of510
and definition of510
and dynamic nature of524
and effects of524
and organizational culture546–7
Curran, P. J.570
customer satisfaction:
and complaint websites440
and consumer backlash444
and consumers' expectations441
and customer segmentation strategies441–3
and decline in428, 440, 444
consumer reaction444–5
and impact of efficiency improvements434
and importance of429
and influences on435–6
and service climate436
and service fairness440
and service/manufacturing comparison441
and survey on440–1
Cutcher-Gershenfeld, J.600
Czinkota, M. R.522
Dacin, M. T.173, 175, 177
Danford, A.153, 155, 159, 418
Daniel, T. L.347
Danninger, S.350
Darbishire, O.233, 242, 407, 417
d'Arcimoles, C.92
Darlington, R. B.555
Das, T. K.377
Datta, D. K.535n1, 539, 561
Davenport, T.452
Davidson, R.371
Davis, L. E.187
Davis-Blake, A.399
Day, D. V.373
Day, J.109
Day, R. A.109
De Cieri, H.519, 520
De Corte, W.306
(p. 627) De Saá-Pérez, P.396, 397
de Vos, A.136
Deal, T.158
Dean, J.54, 214, 408, 413
DeBrock, L.352, 355
Deci, E. L.196, 346, 347
and institutional mechanisms174–5
and performance appraisal/management365, 376–7
Deckop, J.2, 33
DeCotiis, T. A.368
Deephouse, D. L.178, 181
Deery, S. J.432, 538
Deetz, S.152, 454
Dehejia, R.563
Delamare Le Deist, F.334
Delaney, J.57, 276, 304, 414
Delbridge, R.153, 241, 245, 408, 409, 410, 412, 414, 416, 418, 421
Delery, J.3, 53, 92, 94, 95, 96, 99, 169, 211, 212, 221, 385, 386, 387, 388, 389, 390, 391, 392, 393, 395, 396, 397, 400, 430, 539, 540, 543
Delta Airlines241
Deming, Edward30, 430
Demsetz, H.84
Dencker, J. C.504
DeNisi, A. S.375
Denmark, and public sector472
Dennison Manufacturing22
Depinet, R. L.334
Derrida, J.120
Desai, M.118
DeShon, R. P.200, 310
Devanna, M.36, 91
developing countries, and employees in523
development, see training and development
developmental humanism538
deviance, and selection procedures/practices311–14
Dex, S.585
Diamantopoulou, A.254
Dicken, P.420
Dickinson, T. L.306
Dickson, W. J.110
Dierickx, I.212, 223
DiMaggio, P.117, 166, 168, 173–4, 175, 180
Dineen, B. R.293
Dipboye, R.253
direct discrimination253
discourse theory, and organization theory119–20
and task-based participation234
and work content191
discrimination, employment253, 266
and selection procedures/practices307–9 see also equal opportunity and diversity management
distributive justice179
DiTomaso, N.547
diversity training261, 266
Dobbin, F.603, 607
Dobbins, A.415
Doellgast, V.57, 415
Doeringer, P. B.79, 430
Domberger, S.479
Donaldson, L.112, 114, 293
Dore, R.25, 412
Doty, D.3, 53, 92, 94, 96, 99, 169, 386, 387, 388, 389, 391, 393, 430, 559
Douglas, C.200
Dovidio, J.253
Dowling, P. J.4, 40, 510, 519, 520, 521, 573
Doyle, F.604
Doyle, R. A.308
Doz, Y.513, 519
Drago, R.611
Drazin, R.290
Dreher, Bill344
Dreher, G. F.276, 280
Drewry, G.482
Dreyfus, H. L.336
Dreyfus, S. E.336
Drucker, Peter29, 450
dual labor market theory79–80
DuBois, C. L. Z.307
Dubois, D. A.334
Duguid, P.418
Duncan, O. D.556, 566, 567
(p. 628) Dundon, T.231
Dunlop, J. T.167, 171
Dunnette, M.35
Dunning, J. H.493
Dunphy, D.412
Dupont22, 294
Dutta, A.329
Dutta, S.101
Dyer, J.461
Dyer, L.3, 51, 52, 59, 63, 93, 94, 99, 178, 389, 430, 573
Eagly, A. H.374
Earley, P. C.512, 517, 518, 522
Eaton, S. C.611
and dominant focus of mainstream70
and ‘engineering’ approach to74
and firm strategy69
and HRM84–5
Cobb–Douglas production function77
internal labor market theory79–80
make-or-buy decisions76–8
methodological differences70–1
post-war divorce between33
renewed interest in37–8, 72
selection of practices76–8
and methodological individualism70
and national differences:
employment systems81–2
varieties of capitalism82–3
and new institutional economics79
and organizations69
and personnel economics72–6
approach of73
claims of72
Cobb–Douglas production function75
incentive theory73–5
transaction costs75–6
and separation from moral philosophy74
and theory of the firm68–9
heterogeneity of firms69
resource-based view of69, 71
and transaction costs79
Edwards, P. K.150, 155, 156, 540, 542
Edwards, R.118
Edwards, T.495
Egan, M. L.520
ego networks453
Ehrenberg, R. G.352
Eichinger, B.604
Eilbirt, H.20
Eisenberger, R.135, 347
Eldridge, J. E. T.116
electronic performance monitoring (EPM)370–1
Elger, T.150, 412
Elias, P.330
Ellis, A. P. J.200
Ely, R.256, 262, 510
embeddedness, and HR practices546 see also societal embeddedness
emotional labor, and work content191
employee behavior:
and deviance and counterproductivity311–14
and firm strategy95
employee voice systems231
and ability to afford247
and context of233, 247
and direct voice232
fair treatment233, 237–8
framework for analyzing234–8
task-based participation232, 234–6
upward problem-solving techniques232–3, 236–7
and embedding at work238–41
assessment of239
breadth of239–40
depth of240–1
implementation239, 240
and employee perceptions241
and employer/employee interests in247
and employers' attitudes241
and factors influencing242
institutional/national context242–4
labor market and industrial relations245
management style/supervisory skills245–6
product markets244
technology/skill/staffing levels244–5
worker interests246
and firm performance246–7
and indirect voice231–2
and lack of definition231
and manufacturing409
and micro HRM3
and New Public Management477
and representative voice238
(p. 629)
and requirements for effective241
and restoration of612–13
and tensions over233
and trade unions231, 232, 245
and HRM128
core propositions of148–9
criticisms of140–2
impact of131–2
and managerial control:
flexible approaches to130–1
high-commitment management129–30, 139–40
high-performance work systems131
performance management130
and psychological contract128, 142
breaches of134, 137–8
challenges posed by134–5
changing nature of133–4
communication of136
definition of133
employee characteristics136–7
idiosyncratic contracts134–5
impact on behavior135–6
organizational climate135
presence of HR practices137, 138–40
relational contracts134
role of132–5
transactional contracts133–4
violations of134, 137–8
worker well-being138–40
and work organization155–7
and worker well-being131, 132
criticisms of HRM140–2
presence of HR practices138–40 see also employee voice systems
and contingent nature of71
and rationale to49–50
employment management:
and industrial relations22
and origins of HRM21
Employment Managers Association21
employment regulation, and growth of36–7
employment relations, see industrial relations
employment subsystems210
and architectural perspective on215–16
and choice of227
and diversity within firms212–13, 215–16
tensions over216
and externalization of labor211, 213
and flexibility225
and globalization211–12, 216–17, 227
research implications218–19
and increasing use of211
factors influencing211–12
and inner/outer core division212–13
and justification of211
and knowledge flows222–5, 227
research implications225–6
and location of critical knowledge211
and psychological contract213
and strategic direction219–21
research implications221–2
and structure of HR systems213
ancillary knowledge215
compulsory knowledge214–15
core knowledge213–14
idiosyncratic knowledge215
impact of globalization219
knowledge flows224–6
strategic considerations219–20, 221–2
and tensions over use of211, 226–7
employment systems:
and industrial relations approaches430–1
and national differences81–2
and organizational basis of407
and varieties of capitalism approach82–3 see also employment subsystems
empowerment, and motivational work systems196–9 see also employee voice systems
Engestrom, Y.338
Engle, A. D.517
Epstein, L. D.200
Equal Opportunities Commission (UK)254
(p. 630) equal opportunity and diversity management268, 586
and benefits of258–62
and best practices/strategies262–8
affirmative action266, 308–9
cross-national comparative studies267–8
diversity training266
financial competitiveness266–7
mentoring programs266
organizational inclusion262–6
reducing discrimination266
and core concepts:
affirmative action254
employment discrimination253
equal opportunity employment policies253–4
workforce diversity255
and fairness252
and family friendly management581–2
relation to582–3
and high-involvement management581–2
relation to582–3
and HR practices587–8, 590
associations between592–4, 595
integrated approach to590–2
and increase in workplace diversity251–2
and international labor force trends257–8
labor shortage rates257–8
sources of diversity257
work-life balance257
and multinational companies520
and performance583–5, 594–5
and requirements of251
and reviewing existing practices252
and selection procedures/practices307–9 see also cultural diversity
Equal Pay Act (UK, 1970)254
and fit388
and HRM practices387, 539
equity theory, and psychological contracts136
Erhart, M. G.310
Eriksson, T.352
Escott, K.479
Esser, J. K.347
Estey, M.32
Europe, and institutional variations168
European Qualifications Framework325, 338
European Union:
and equal employment opportunity policies254
and stability and growth pact471
and training and development325, 326
Barcelona agenda328
Lisbon agenda328
skill formation327
Evans, D. P.373
Evans, P.4, 5, 58, 61, 118, 420, 523
executive pay, and pay dispersion352
expectancy theory:
and high-performance work systems131
and pay incentives346, 348, 478
and performance management130
externalization of labor211, 213, 273
Eylon, D.198
factor analysis, and HRM systems397
and customer satisfaction440
and diversity management252
and employee voice233, 237–8
and organizational justice179–80
and performance appraisals266
and public sector474
Fairris, D.414
family-friendly management586
and equal opportunity management581–2
relation to582–3
and high-involvement management581–2
relation to582–3
and HR practices586–7, 590
associations between592–4, 595
integrated approach to590–2
and performance583–5, 594–5
Fang, M.347, 512, 517, 524
Farnham, D.20–1
Fay, C. H.368
and performance appraisal/management374–6
and work content191
Feldman, D.137
Fenton-O'Creevy, M.246
Ferlie, E.476
Fernández-Sánchez, E.396
Ferner, A.242, 494
Fernie, S.585
Ferrell, O. C.435
financial markets, and dominance of161
Findlay, P.120, 155, 159
Finegold, D.188, 203, 327
Fiol, C. M.102
(p. 631) firm, theory of:
and firm strategy69
and heterogeneity of firms69
firm performance:
and coherent HR systems431
and core competencies437
and cultural diversity514
cultural intelligence518
integrated approach to516
negative impact of514–15
positive impact of515–16
transnational teams517–18
and employee voice246–7
and employment subsystems216, 227
and high-commitment management536
and high-performance work systems536, 546
and HR practices92, 386, 583–5, 594–5
integration of584
testing of93–4
and HRM, causal links between547–8
causal chain540–1, 548
criteria for causal relationship536
defining HR practices538–9, 543, 548
employee attitudes/behavior540–2, 548
factors affecting542–3, 548
intended/actual practices541, 545
methodological problems534–6
operational management systems546
organizational culture546–7
performance measurement problems536–8, 547–8
role of line managers543–5
search for533
theoretical problems539–42, 548
and HRM, modeling linkages575–6
construct validity560
control variables565–6
effect sizes554–6
fixed effects564–5
inferring causality556, 572–3
instrumental variables567–9
multilevel models575
non-random measurement error559–60
omitted variable bias560–2
propensity scores562–3
random measurement error557–9
selection bias correction564
simple model of553
testing for fit573–5
time precedence570–2
two-stage least squares567–9
types of error552–3
and manufacturing408–9
lean manufacturing413, 414–15
and organizational diversity308
and recruitment:
evaluation of practices276
recruitment intensity276
and remuneration policy:
basis of pay354–5
employee ownership398
pay dispersion352–4, 398
pay incentives346–50, 398
pay level356–8
sorting effects349–50
top management team pay398
and selection procedures/practices303–5
and work organization155–6 see also performance appraisal/management
firm size, and recruitment288
First World War, and origins of human resource management21
Fishbein, M.308
Fisher, S. R.102
Fiske, D. W.559
and external fit53, 221, 386, 389
and flexibility537
and goals of HRM51, 53
and high-performance work systems413
contradictions in421
and strategic HRM385, 386, 387, 429–30
HR practices and fit95–6
human capital and fit94–5
potential pitfalls of fit96–7
and testing for573–5 see also internal fit
Fitts, P. M.329
Flanagan, J. C.368
Flanagan, M.336
Flecker, J.159
Fleddérus, Mary24
Fleming, P.158, 159
(p. 632) Fletcher, C.374
Fletcher, J. K.611
and employment subsystems225
and the firm58–9, 70
and fit537
and managerial control130–1
and person-based pay354–5
and selection procedures/practices314
Fligstein, N.420
Florida, R.408, 409, 413, 416, 495
Fombrum, C.169
Ford Motor Co.338
foreign direct investment:
and factors affecting493
and global HR strategy492–3, 502
and growth in489
and labor regulation267
Fornell, C.441
Forrester, R.199
Fortmann, K.313
Foster, C.475
Foster, E. M.568n14
Foucault, M.119
Foulkes, F.29
Fox, A.602
Fox, S.313
Foxan, M. J.334
frame-of-reference training (FOR)373
and HRM21
and public sector473
and training and development:
vocational education and training330
Francis, H.120
Frederick, S.376
Freedman, A.603
Freeman, R.20, 38, 231, 232, 236, 238, 613
French, J. L.41
French, S.81
Frenkel, S. J.191, 435, 456, 491, 499
Frese, M.375
Frick, B.357
Friday, E.515
Friday, S. S.515
Friedman, F.251
Friedmann, A. L.118
Fruin, M.408
Fryer, D.24
Fryer, G.55
Fucini, J.410, 415
Fucini, S.410, 415
Fuller, L.153
Fulmer, I. S.559, 562
Furby, L.565n13
gain-sharing, and pay-for-performance348–9
Galbraith, John Kenneth451
Gamble, J.495
game theory74
Gangani, N. T.335
Gannon, M. J.517
García-Falcón, J. M.396, 397
Gardner, T. M.290, 534, 535, 539
Gardner, W. L.200
Garvin, D.435
Gatewood, R. D.280
Geare, A. J.57
Geary, J.155, 415
Gelade, G.135, 537
Gelfand, M. J.252
Genadry, N.58, 118
and HRM614
and performance appraisal/management374
General Electric22
General Motors28
Gennard, J.497
George, E.76
Georgiadis, K.232, 239, 245
Gerhart, B.5, 6, 36, 97, 98, 99, 139, 210, 345n2, 347, 348, 352, 355, 356, 357, 359, 385, 386, 390, 395, 396, 398, 400, 408, 409n3, 512, 517, 524, 534–5, 539, 542, 546, 554, 555, 557, 558, 559, 560, 564, 565, 570, 571n16, 572, 573–4, 610
and HRM602
origins and early development of21, 24
and public sector:
employment relations473
pay and conditions474
and training and development:
skill formation327
vocational education and training330
Ghorpade, J.116
(p. 633) Ghoshal, S.223, 453, 456, 504, 516, 521
Gibson, C.512, 517
Giddens, A.49
Gilbreth, Frank194–5
Gill, C.240–1, 415
Gilliland, S. W.314
Gittell, J. H.436
Gittleman, M.585, 588
Glick, W. H.559
global human resource strategy, and multinational companies490
and alignment with business strategy499–501, 503
and analytical framework for490–1, 501–2
and context of491
and corporate social responsibility498–9, 503
codes of conduct499
definition of498
and diffusion of preferred strategies494–6, 502, 519–20
and economic/socio-political context497–8
and foreign direct investment492–3, 502
and implementation503–4
and international staffing504
and research on490
and social capital504
and trade unions495, 502–3
cross-national cooperation497
resistance to496
Global Leadership and Organizational Behavior Effectiveness project511–12
and employment subsystems211–12, 216–17, 227
research implications218–19
and impact of509
and selection procedures/practices314
goals of human resource management5–6, 48–50, 63
and best fit53
and business strategy51
and context of:
employee characteristics55–6
firm's competitive strategy53–5
impact of dominant technology54–5
labor market56
national environment56
and diversity of537–8
and economic objectives of57–61
business viability57
employer/employee tensions58
organizational flexibility58–9
sustained competitive advantage59–61
and firm's policies48–9
and goal frameworks50–2
context of51–2
external environment52
Harvard framework50–1
influences on51–2
labor management styles51, 52
and goal theories53–6
and labor management49
and socio-political objectives of61–2
internal fit61
managerial autonomy61–2
social legitimacy61, 537
goal-setting theory:
and pay incentives346, 348
and performance appraisal/management375–6
and performance management130
and psychological contracts136
Godard, J.55, 56, 57, 241, 246, 247, 407, 415, 537, 538, 610
Goffin, R. D.366, 371
Gollbach, J.497
Gomez-Mejia, L. R.348
Gonzales, S. M.215, 216
Gooch, L.110
Gooderham, P.5, 61, 290
Goodman, D. J.116
Goodman, J.254, 260
Goodstein, J.595n6
Gordon, A.25
Gordon, G.547
Gordon, R.32
Gospel, H.20, 31, 49, 56, 61, 168, 232
Gouldner, A.136
Government Communications Headquarters (GCHQ, UK)477
Govindarajan, V.463
Graham, L.410, 415
Grandey, A. A.191
Granovetter, M.457
Grant, D.120
(p. 634) Grant, R. M.90, 101, 223
Gratton, L.48, 88
Great Depression26
Green, F.140, 159
Greenberg, J.166, 179
Greene, W. H.553, 568
Greenhouse, S.345n1
Greening, D. W.280
Greenwood, M. R.115
Greenwood, R.173, 175, 176
Greller, M.135
grievance procedures, and employee voice233, 237–8
Griffin, R. W.311, 312
Grimes, D. S.516
Grimshaw, D.49, 57, 61, 75, 233, 244
Gronroos, C.431, 432, 433
Grover, S. L.595
Grugulis, I.5, 49, 118
Guest, D. E.6, 7, 40, 49, 53, 58, 92, 115–16, 131, 133, 136, 137, 138, 140, 141, 148, 154, 156, 171, 245, 252, 481, 536, 540, 545, 546, 576, 582
Guillén, M.24
Guion, R. M.302
Gulati, R.457
Gunderson, M.37
Gupta, N.347, 399, 463
Gutek, B.433
Guthrie, J.53, 210, 348, 350, 355, 357, 535n1
Guzzo, R. A.347
Hackman, J. R.190, 191, 193, 196, 198, 200
Hahn, F.68, 70
Hakel, M. D.307
Hakim, C.391
Hall, P.56, 80, 82
Hamblett, J.150
Hamel, G.333, 437
Hammer, M.433
Hammonds, K.604
Han, J.280, 281, 290
Handel, M.237, 240
Hannah, D.542
Hannan, M. T.59
Hansen, D. G.349, 350, 351
Hanssens, D. M.288
Hardy, C.110
Harley, B.150, 154, 155, 156, 157, 415, 546
Harris, H.3–4, 21, 511, 522
Harris, L. C.311, 312, 313
Harrison, D. A.349–50
Harter, J.537
Hartline, M. D.435
Harvard framework:
and context169
and HRM goals50–1
and models of HRM51
Harzing, A. -W.4
Hassard, J.111, 112
Hatch, M. -J.111
Hattrup, K.306
Hauser, R. M.556n7, 566, 572, 573
Hausman, J. A.565, 568
Haworth, N.326
Hay Group604
Haynes, P.55, 231
Hazama, H.25
‘healthy workplace’139
Hebl, M.253
Hecht, T. D.201
Heckman, J. J.557, 563, 564
Heilman, M. E.308, 312
Heinsman, D. T.562, 563
Heller, F.234
Hemerijck, A.168
Henderson, R.371
Hendry, C.40, 58, 116, 170
Hendry, J.153
Heneman, H.29
Heneman, R. L.391
Heron, P.102
Herrigel, G. B.327
Herriot, P.133, 158
Herzberg, Frederick196
Hesketh, A.158, 159, 160
Heskett, J. L.8, 436
Heslin, P.364, 373
heterogeneity theory516
Hewlett Packard57, 545
Hickson, D. J.169n1
high-commitment work systems75
and benefits of139–40, 143
and concertive work systems199–201
and employee voice242, 246
and firm performance536
and managerial control129–30
and person-based pay354–5
(p. 635)
and problem-solving236
and task-based participation234–6
high-involvement human resource management586
and equal opportunity management581–2
relation to582–3
and family-friendly management581–2
relation to582–3
and HR practices588–9
associations between592–4, 595
integrated approach to590–2
and performance583–5, 594–5
high-performance paradigm (HPP)538
high-performance work systems3, 35, 57–8, 131, 210
and benefits of143
and difficulties in implementing420–1
and firm performance536, 546
and industrial relations approaches431
and integration of practices413
and manufacturing407, 408
lean manufacturing414–16
and person-based pay354–5
and task-based participation234 see also lean manufacturing
Hill, C. W. L.211, 226
Hill, P. A.463
Hinder, E.24
Hinds, P. J.517
Hinings, C. R.173, 175, 176
Hirano, K.563
Hirono, R.30
Hirschman, A. O.74, 233, 237
history and development of human resource management19, 601–6
in contemporary period32–41, 603–6
academic developments32–6
ambiguity of40
criticisms of39, 40
divorce from economics33
emergence of new conception of33–6
employment regulation36–7
internationalization of32, 41
organizational theory/behavior33, 34–5
outside America39–41
problem areas41–2
reality of business practices38
return of economists37–8
strategic management35–6
universities37, 39
and middle period (1930–65)25–32
in 1930s25–7
collective bargaining26–7, 29
Great Depression26
human relations movement28–9
low status29
outside America30–1
post-war period28–32
Second World War27–8
and origins and early development of20–5, 601–3
in 1920s21–5
creation of employment offices20–1
impact of First World War21
industrial relations22
industrial welfare work20
outside America24–5
personnel management21–2
scientific management21
Hitt, M.90, 101, 304
Hochschild, A. R.585
Hofbauer, J.159
Hofstede, G.511
Hogan, J. C.307
Holder, G.51, 52
Hollenbeck, J. R.310
Hollensbe, E. C.348
Holman, D.195, 196, 432
Holmes, S.345n1, 357
Holmstrom, B.84
Holzer, H.308
Hood, C.475, 481
Hope, V.153
Hope-Hailey, V.40
horizontal fit91, 95–6 see also fit
Hornsby, J.58
Hotchkiss, W.23
Hough, L. M.306, 307
Houlihan, M.154
House, R. J.510, 512
Howell, J.32
Huang, X.524
Hui, C.134
(p. 636) human capital:
and ancillary knowledge215
and competitive advantage101, 167, 210, 464–5
knowledge stocks222–3
and compulsory knowledge214–15
and conversion to intellectual capital450
and core knowledge213–14
and fit94–5
and global approach to managing212
and HRM157–9
and idiosyncratic knowledge215
and labor process theory159–60
and lean manufacturing414
as production resource450
and strategic HRM101
and strategic value213
and uniqueness213 see also recruitment; selection
human relations movement28–9
and organizational theory/behavior33
Human Resource Development3, 332–3
and training and development325
human resource management:
and alignment of functions91
and analytical HRM4–7
importance of context4–6
model construction6
outcome assessment6–7
scepticism of universal claims5
and architecture of390, 539
and best fit vs best practice166
and contingency approach129
and core propositions of148–9
questioning of160–2
and cross-disciplinary integration7–8
and definition of1, 34
and diversity of48, 148
and feminization of614
and firm performance, causal links between547–8
causal chain540–1, 548
criteria for causal relationship536
defining HR practices538–9, 543, 548
employee attitudes/behavior540–2, 548
factors affecting542–3, 548
intended/actual practices541, 545
methodological problems534–6
operational management systems546
organizational culture546–7
performance measurement problems536–8, 547–8
role of line managers543–5
search for533
theoretical problems539–42, 548
and firm performance, modeling linkages575–6
construct validity560
control variables565–6
effect sizes554–6
fixed effects564–5
inferring causality556, 572–3
instrumental variables567–9
multilevel models575
non-random measurement error559–60
omitted variable bias560–2
propensity scores562–3
random measurement error557–9
selection bias correction564
simple model of553
testing for fit573–5
time precedence570–2
two-stage least squares567–9
types of error552–3
and industrial relations171–2
and institutional settings168
and integrated approach to584, 590–2
and labor process theory147
and lack of theory108
and legitimacy of599–600
breakdown in social contract600–1
building knowledge economy607–9
changes required to restore615–16
crisis of trust601
development of professional norms605–6
knowledge-based work systems609–10
origin and development of601–6
rebuilding trust613–14
reframing role of strategy606–7
restoring employee voice612–13
work-family agenda611–12
and management of work and people in organizations7
and maturation of discipline2
and methodological limitations161
(p. 637)
and models of:
and national differences:
employment systems81–2
varieties of capitalism82–3
and necessity of1
and new institutionalism173–7
and organizational theory/behavior2, 6
and practices of, difficulty in defining538–9
and significance of7–8
and social action categories172
and strategic contingency approaches169–71
and sub-domains of:
international HRM3–4
micro HRM2–3
human resource theory178
Hunter, J. E.293, 300, 301, 334
Hunter, L.59, 201, 558n10, 561
Hunter, R. F.334
Huntley, C. L.349
Huselid, M.36, 75, 92, 94, 96, 155, 210, 211, 276, 281, 282, 302, 303, 304, 352, 385, 388, 389, 393, 397, 408, 414, 430, 534, 554n3, 555, 558, 560, 565, 568, 584, 588, 610
Hussey, D. E.332
Husted, B. W.512
Hutchinson, S.201, 541
Hyman, R.58, 71, 118, 231, 497
Ibarra, H.256
Ichniowski, C.386, 387, 391, 394, 415, 431, 573, 574
Iles, P.338
Imai, M.411n5
Imbens, G. W.563
implicit person theory (IPT)373
incentive theory, and personnel economics73–5
and compulsory knowledge214–15
and core knowledge213–14
and pay form/system346–9
sorting effects349–50 see also remuneration
inclusion, and diversity management255–6, 262–6
India, and impact of foreign direct investment523
indirect discrimination253–4
induction, and micro human resource management2
industrial democracy231
and origins of movement21 see also employee voice systems
industrial psychology24
industrial relations:
and breakdown in social contract600–1
and coherent HR systems430–1
and employee voice245
and high-performance work systems431
and HRM171–2
and Japan412
and origins of22
post-war period29
and strategic choice171
and strategic HRM3
Industrial Relations Association of America23
Industrial Relations Counselors, Inc23
inequality, and internal labor market theory79
informational justice180
Ingraham, P.472, 480
Ingram, P.595n6
and competitive advantage98
and resources90
Inkpen, A. C.101, 504
Innes, P.159
and intellectual capital223
and manufacturing406, 407
lean manufacturing411, 413, 415–16
Institute of Labor Management22
Institute of Personnel Management31
Institute of Welfare Work24
institutional theory102
institutions, and national differences:
and employment systems81–2
and varieties of capitalism82–3 see also new institutionalism
integrity tests, and counterproductive behavior313
(p. 638) intellectual capital:
and definition of223
as production resource450
interdependence, and work content191
internal fit61
and basic assumption of387, 400
and competitive advantage388
and complexity of388
and effects of:
additive effects393
interactive/synergistic effects393–4
negative synergistic effects394
positive synergistic effects394
substitutable effects394
and empirical evidence on396, 400–1
inter-HRM activity area fit396–8
intra-HRM activity area fit398–9
and internally coherent HRM systems389–90
competitive strategy389
HRM architecture389–90
organizational flexibility389
and meaning of386–7
and multilevel perspective394–5
and theory behind386–7
competitive advantage388
resource-based view of firm387–8
and types of390–3, 400
between-HRM system fit391–2
complex interactivity392–3
inter-HRM activity area fit391
intra-HRM activity area fit391
strategic tensions391–2
within-HRM system vertical fit390–1 see also fit
internal labor markets79–80
and decline in158, 273
internal markets, and New Public Management (NPM)479
international human resource management (IHRM)3–4, 510–11
and cross-cultural research511–12
and employment subsystems216–19
and evolution of511
and international work assignments510–11 see also cultural diversity; global human resource strategy
International Industrial Relations Association25, 27
International Industrial Welfare (Personnel) Congress (1925)25
International Labor Office332
and training and development325, 326–7
International Labor Organization254, 267, 606, 612
International Monetary Fund332
Internet, and recruitment293–4
interpersonal justice179–80
and public sector473
and training and development330
Iverson, R.538, 542
Ivery, M.135, 537
Izumi, H.201
Jackson, A.266
Jackson, N.111
Jackson, S.5, 53, 54, 94, 167, 170, 219, 222, 244, 252, 408
Jacoby, S.21, 22, 25, 27, 28, 29, 38, 80, 537, 602, 603, 606
Jacques, R.110, 115
Jaffee, D.173, 177
James, L. R.568n14
James, M.517
James, W.452
and economic success of37
and employment relations412
and HRM602
origins and early development of24–5, 30
and lean manufacturing411–12
and training and development333
Jaros, J.149
Javidan, M.510, 512
Jelf, G. S.349
Jenkins, D. G.347–8, 351
Jensen, M. C.73, 346
Jewell, R. T.352
Jimmieson, N.198
job design188
job enrichment, and motivational work systems196
job performance:
and performance appraisal/management365–6
appraisal instruments367–8
behavioral observation scales367, 368
(p. 639)
behaviorally anchored rating scales367–9
context371, 373–4
defining job performance365–71
electronic performance monitoring370–1
observation of performance372–4
practicality of instruments368–70
requirements of appraisers369–70
theoretical framework366
training for372–3
trait scales368–9
use of technology370–1
and selection procedures/practices305–7
adaptive behaviors306–7
changes in meaning of305
non-task behaviors305–6
job rotation, and work content191
John Lewis Partnership57
Johnson, J. W.436
Johnson, S.332
Jones, D. P.307
Jones, M. T.515, 523
Joreskog, K. G.569
Judge, T. A.349, 357, 542
Juravich, T.497
justice, and organizational justice179–80
just-in-time production, see lean manufacturing
Kahn, R. L.190
Kahneman, D.376
Kalberg, S.116
Kalleberg, A.412
Kamoche, K.112
Kane, R. L.435
Kang, S. C.212, 224
Kaplan, R.8
Karasek, R.140
Karreman, D.120
Katz, D.190
Katz, H.49, 233, 242, 407, 417, 609
Kaufman, B.21, 22, 23, 24, 25, 26, 27, 30, 31, 33, 38, 69n2, 70, 71, 76, 158, 241, 292,602
Keefe, J.614
Keefe, T. J.366
Keenoy, T.58, 128, 141
Keep, E.337
Keleman, M.112
Keller, B.474
Kelloway, E. K.306, 312
Kelly, D.39, 40
Kendall, L. M.367
Kennedy, A.158
Kennedy, D.22
Kennedy, P.569, 570
Kenney, M.408, 413, 416, 494, 495
Kenny, D. A.572–3
Keown-Gerrard, J. L.370, 375
Kepes, S.387, 390, 391, 392, 395
Kerr, C.80, 513
Kersley, B.483
Kessler, I.58, 134, 233, 236, 244, 473, 479, 481
Kickert, W.484
Kim, D. -O.406n2
Kinnie, N.101–2, 245, 456, 458, 461, 463, 464
Kinzley, W.25
Kirkman, B. L.193, 200
Kirkpatrick, D.331
Kirkpatrick, I.476, 477, 481
Kitayama, S.510
Klaas, B. S.357–8
Klarsfeld, A.335
Klein, K. J.309, 311, 376, 395
Klemp, G. O.334
Kluckhohn, C.510, 511
Kluger, A. N.375
Kmenta, J.561
Knights, D.149, 201
and communities of practice418–20
and embodied knowledge452
and embrained knowledge452
and location of critical211
and strategic value213
and uniqueness213
knowledge, skills, ability (KSA)539
knowledge economy158, 607–9
knowledge management:
and ancillary knowledge215
and challenges of455–6
and competitive advantage212
and compulsory knowledge214–15
and contradictory views of451
and core knowledge213–14
and cultural diversity516–17
(p. 640)
and employment subsystems:
knowledge flows222–5, 227
research implications225–6
and idiosyncratic knowledge215
and increasing importance of211
and knowledge environment453–4
and strategic HRM228, 500
knowledge workers:
and characteristics of454–6, 466
and classification of465
and definition of451–2, 466
application of knowledge452–3
context of knowledge production453–4
possession of knowledge452
and management of450, 458–9
challenges of455–6
fluid nature of work457, 459–60
identity formation457, 462–3, 465, 466
importance of450–1
knowledge networks457–8
market-based networks460–3
mystification of465
organizational networks461
organizational perspective456–8
paradigm shift required456–7
performance management462
personal/professional networks460–1
project-based work457
resource mobility barriers456
retention-employability dilemma464
skill development464, 465
value appropriation460, 465
knowledge-based work systems609–10
Knudsen, C.112
Koch, M. J.276, 281, 289
Kochan, T.27, 29, 141, 151, 167, 168, 171, 172, 245, 255, 406n2, 410, 430, 594, 601, 603, 605, 606, 607, 610, 612, 613
Kogut, B.223
Kohn, A.347
Kopelman, R.369
Korczynski, M.153, 245, 434, 435, 436
Kossek, E.255, 257, 260, 261
Kostova, T.494
Kozloff, Emme344–5
Kozlowski, S. W. J.307, 309, 311, 376, 395
Kraatz, M. S.177
Krafcik, J. F.609
Kravitz, D. A.308
Kreps, D.51–2, 70, 78, 179, 190, 193, 202, 222, 392
Krieger, H.240–1
Kroeber, A. L.510
Krueger, A. B.568
Kruse, D. L.348, 349, 350, 398
Kucera, D.267
Kumar, V.442
Kunda, G.161
Kuratko, D.58
Kusterer, K. C.336
Kwan, K. -M.293
Kwon, H.442
Kyochokai (Society for Harmonious Cooperation)25
labor management:
and high-commitment model of49
and HRM49
labor market:
and dual labor market theory79–80
and employee voice245
and impact on HRM goals56
and internal labor market theory79–80
and international labor force trends257–8
and national differences81–2
and recruitment288
and training and development327
training policy330
and varieties of capitalism approach82–3
labor process, a Marxian thinking about118
labor process theory (LPT)
and core propositions of149–51
and HRM147
managerial control151–3
skill formation/human capital157–9
work organization154–6
and lean manufacturing410
and managerial control:
continuity of practices153
extension of controls154
hybridity of control structures154
soft controls152
worker resistance153
and skill formation/human capital159–60
and work organization155–7
(p. 641) Laczo, R. M.308
Lado, A. A.92
Lafkas, J. J.558n10, 561
Lam, A.457
Lambert, S. J.595
Lammers, C. J.174
Lance, C. E.372
Landsbergis, P.415
Langfred, C. W.198, 200
Langton, N.353, 399
Lansbury, R. D.600
Larcker, D.568
Lashley, C.55
Latham, G.130, 136, 191, 275, 295, 364, 365, 367, 368, 369, 370, 371, 372, 375
Latham, S. D.370, 375
Lave, J.418
Lawler, E.35, 130, 151, 188, 200, 203, 232, 236, 240, 242, 244, 348, 354–5, 398, 409, 410, 582
Lawler, J. J.92, 253, 267, 568, 569
Lawrence, J. W.167, 169n1
Lawrence, P.41
Lazear, Edward37, 72, 73, 74, 75–6, 348, 349, 351, 352, 353
Le Creusot21
Le Grand, J.472
Leach, D. J.200, 310
leader—management exchange theory134
leader—member exchange (LMX)545
and performance appraisal/management364, 365
and role of line manager543–5
and work systems192
lean manufacturing153, 407
and alternatives to416–17
Japanese oriented417
joint team based417
and demands of412
as dominant system406
and firm performance413, 414–15
and HRM412–14
and human capital414
and innovation413
problems with415–16
and key argument of409–11
critical assessments of410–11
human-centered model410
and key characteristics of411–12
and research on practice of414–16
firm performance414–15
problems with415–16
and skill formation/development413–14
and workers in408–9
impact on415–16
Leana, C. R.453
learning, and theories of329
Learning and Skills Council (UK)328
learning factory408, 418
learning organizations102
Leck, J.266
Ledwith, S.110
Lee, J.92
Lee, K.177
Lee, M. B.92
Lees, S.5, 55, 61, 117
Lefkowitz, J.374
Legge, K.2, 4–5, 7, 40, 49, 114, 119, 120, 141, 167, 407, 421
and HRM599–600, 603–6
breakdown in social contract600–1
building knowledge economy607–9
changes required in615–16
crisis of trust601
development of professional norms605–6
knowledge-based work systems609–10
origin and development of601–6
rebuilding trust613–14
reframing role of strategy606–7
restoring employee voice612–13
work-family agenda611–12
and HRM strategy61, 537
and organizational justice179–80
and organizational legitimacy180
and strategic balancing178
Lei, D.450
Leidner, R.429
Leiserson, W.23, 25–6, 27
Lengnick-Hall, C. A.91, 96, 101
Lengnick-Hall, M. L.91, 96, 101
Leonard, J. S.308, 352, 356–8
Leonard-Barton, D.219, 408
Lepak, D.77–8, 95, 131, 210, 212, 213, 214, 215, 216, 222, 225, 226, 292, 296, 304, 387, 389, 391, 395, 414, 437, 452
(p. 642) LePine, J. A.305
Lepsinger, R.335
Leung, K.510, 512, 513, 514, 524, 525
Levien, H. A.288
Levine, D.237, 240, 353, 357
Levy, F.434
Lewin, D.231, 238
Lewis, R.601
Lichtenstein, N.21
Liden, R.240
Lievens, F.314
lifelong learning327, 328, 332, 338, 608
Lifson, K. A.372
Liker, J.412
Lim, S.312
Lincoln, J.412
Lindell, M. K.559
line managers, and role of543–5
Linstead, S.119
Littler, C. R.159
Liu, C.523
Livingstone, L. P.349
Lloyd, C.55, 59
Lobel, S.260, 261
Locke, E.130, 136, 191, 195, 346, 368, 371, 375
Logan, M. S.76
Long, R. J.349, 351
Lorsch, P. R.167, 169n1
Lovelock, C.431, 432, 434, 437
Lovrich, N. P.308
Lowe, J.414
low-wage practices, and manufacturing417
Luchak, A.231, 238, 239
Lucia, A. D.335
Luecke, S. B.307
Luhmann, N.293
Lyles, M. A.102
Lynch, L. M.610
Mabey, C.40, 135, 338
McCabe, D.201
MacCallum, R. C.574
McClelland, D.334
McClendon, J. A.357–8
McClough, A. C.310
McCloy, R. A.305
McDonough, E. F.517
MacDuffie, J. P.75, 92, 94, 193, 386, 387, 391, 397, 407, 408, 409, 410, 413, 414, 415, 430, 431, 558n10, 584, 609
McEvoy, G. M.293
McFadyen, M. A.101
McGivney, V.332
McGoldrick, J.333
McGrath, R. G.102, 276, 281, 289
McGregor, D.35, 196, 600
McHenry, J. J.305
McIntyre, R. M.306, 374
McKinlay, A.119, 154, 418, 419
MacKinnon, D. P.573
McLagan, R. A.332
McLanahan, S.568n14
McLaughlin, K.477
McLean, G. N.335
McMahan, G.36, 88, 91, 213, 220, 274, 387
McNabb, R.355
McWilliams, A.498
Macy, B. A.201
Mael, F. A.457
Mahoney, T.2, 33
Main, B.352
Maister, D.456
Malm, F. T.30–1
Malos, S.238
Mamic, I.612
management of work and people in organizations (MWP)7
management theory, and academic specialization7–8
managerial control:
and flexible approaches to130–1
and high-commitment management129–30, 139–40
and high-performance work systems131
and HRM151–3
and labor process theory:
continuity of practices153
extension of controls154
hybridity of control structures154
soft controls152
worker resistance153
and performance management130
and task-based participation236
Mangan, M.348, 349
Mann, S.375
(p. 643) Mansfield, B.333
and communities of practice407, 418–20
and cost-based competition406
and employment systems, organizational basis of407
and future prospects of421
and high-performance work systems407, 408
difficulties in implementing420–1
and innovation406, 407
lean manufacturing411, 413
and lean manufacturing407
alternatives to416–17
critical assessments of410–11
demands of412
as dominant system406
firm performance413, 414–15
human capital414
human-centered model410
innovation411, 415–16
key argument of409–11
key characteristics of411–12
problems with415–16
research on practice of414–16
skill formation/development413–14
and learning factory408, 418
and management of human resources420–1
and multinational companies405–6
and organizational developments in406
and relative importance of405
and work organization408
and work practices416–17
Japanese oriented417
joint team based417
and workers in408–9
employee involvement409
impact of lean manufacturing415–16
organizational performance408–9
as sources of ideas408
Marchand, A.196
Marchington, M.5, 49, 58, 78, 232, 233, 237, 240, 244, 245, 246, 545
Marcus, B.313
Marginson, P.496, 497, 602
and HRM8
and services management431
challenges facing432–3
conception of quality435
interactive marketing433
task of433
markets, and transformation of420
Marks, M. A.200, 306
Markus, H. R.510
Marr, C. M.574
Marsden, D.38, 75, 77, 80, 81–2, 478
Marshall Plan31
Martell, R. F.373
Martin, G.495
Martin, J.35, 420
Martin, R. L.450
Martinez Lucio, M.496
Martins, L. L.314
Marx, Karl110
Marxism, and organization theory117–19
Mason, G.75
Masters, M.472, 483, 484
Matsushita, Konosuke333
Matusik, S. F.211, 226
May, T. Y.450, 454, 455, 456, 457, 462, 465
Mayo, E.lton28, 110
mechanistic work systems194–6
Meckling, W. H.73, 346
Medoff, J.231, 238
Meek, L.419
Meiksins, P.406
Menezes, L. de585, 588
mentoring programs266
mergers, and selection procedures/practices314
Merkle, J.25
Meshoulam, I.53, 95, 96, 170
Metcalf, H.23
methodological individualism70
methodology, and modeling HRM/performance linkages575–6
and construct validity560
and control variables565–6
and effect sizes554–6
and fixed effects564–5
and inferring causality556, 572–3
and instrumental variables567–9
and LISREL569–70
and mediators572–3
and multilevel models575
and non-random measurement error559–60
(p. 644)
and omitted variable bias560–2
and propensity scores562–3
and random measurement error557–9
and selection bias correction564
and simple model of553
and simultaneity567–72
and testing for fit573–5
and time precedence570–2
and two-stage least squares567–9
and types of error552–3
Meyer, H. H.350
Meyer, J.102, 129, 168, 173, 397
Michel, J. G.352, 355
Michigan approach169
micro human resource management (MHRM)2–3
and research in3
Miles, D. E.312
Miles, R. E.91, 129, 169, 219, 220
Milgrom, P.84
Milkman, R.130
Milkovich, G. T.348, 356, 357, 359, 570
Mill, John Stuart556
Miller, D.92, 310
Miller, F. B.110
Milliken, F. J.595n6
Mills, D. Q.606
Mills, P.431, 433
Millward, N.231, 586
Milton, C. R.603
Minbaeva, D.516
Mintzberg, H.192, 457
Mir, A. H.509, 524
Miroshnik, V.514, 515
Mitchell, D.38
Mitchell, W.500
modularization, and production438
Molander, C.333
Moldoveanu, M. C.450
Molina, D. J.352
Monden, Y.411
Moore, J. H.177
Mor Barak, M.256, 257–8
Morgan, G.111
Morgan, K.408
Morgan, P.115
Morgeson, F. P.195, 198, 199, 200, 202
Morris, G.471
Morris, T.457
Morrison, D.193
Morrison, E.133, 134, 137
Mosakowski, E.518
and cost-effectiveness58
and incentive theory73–5
and motivational work systems196–9
and organizational justice180
and pay form/system
incentive effects346–9
sorting effects349–50
and performance appraisal/management375–6 see also incentives
motivational work systems196–9
Motowidlo, S. J.303, 305, 306, 309, 310, 312
Mounce, H. O.112
Mounier, A.159
Mount, M. K.334
Mouvement des Entreprises de France335
Moye, N. A.198, 200
Moynihan, D.474
Moynihan, L.154, 443
Mueller, F.6, 59, 456
multiculturalism, and diversity management256
multinational companies:
and cultural diversity509, 510, 514, 518–19
convergence-divergence debate512–13
cultural intelligence518
diversity management initiatives520
employees in developing countries523
expanded role of HRM managers521–2
future research on524–5
HRM practices519–20
HRM structure520–1
integrated approach to516, 525
managerial competencies522–3
negative impact of514–15
performance appraisal/management520
positive impact of515–16
transnational teams517–18
universalistic assumptions523–4
and equal employment opportunity policies254–5
(p. 645)
and global HR strategy490
alignment with business strategy499–501, 503
analytical framework for490–1, 501–2
context of491
corporate social responsibility498–9, 503
diffusion of preferred strategies494–6, 502, 519–20
economic/socio-political context497–8
foreign direct investment492–3, 502
international staffing504
social capital504
trade unions495–7, 502–3
and growth and spread of489–90
and HRM510–11
and impact of490
and international work assignments510–11
and terrorism/security concerns522
Murnane, R. J.434
Murphy, K. R.306
Murray, B. C.355
Murray, G.416
Myers, C.29, 602
Myloni, B.513, 519
Nagarajan, A.500
Nahapiet, J.223, 453
Naquin, S. S.335
National Academy of Human Resources605
National Advisory Group for Continuing Education and Lifelong LEarning (UK)328
National Health Service (UK)470
and management growth476
and professional roles477, 482
National Institute for Economic and Social Research327
National Personnel Association23
Naumann, S. E.310
and HRM24
and institutional setting168
and New Public Management479
networks, and knowledge workers457–8, 460–3
Neuman, J. H.313
Neumann, J.137
Neumark, D.237, 241, 308, 408, 409, 535n1, 565n13
New Deal26
new institutional economics79
new institutionalism166
and decision-making174–5
and HRM173–4, 181
institutional theory and change175–7
and isomorphism173–4
and organization theory117
New Public Management (NPM)
and changing organizational structures478–80
and criticisms of481
and employee voice477
and executive agencies479
and impact on management476–8
and internal markets479
and motivations behind475
and outsourcing479
and performance-related pay477–8
and practices of475
and privatization478–9
and professionals476–7
and public sector reform470
and reluctance to use local discretion479–80
and resource utilization480–1
and target culture481
New United Motors Manufacturing Inc609
New Zealand, and New Public Management (NPM)475
Newell, S.419
Newsome, K.151, 155
Newton, T.120
Ng, K. -Y.518
Nijs, W. F. de171
Nishii, L.540
Niskanen, W.472
Nitardy, C. N.335
Niven, M.21, 22
Nobeoka, K.461
Noble, D.266–7, 493
Nohria, N.516
Nonaka, I.223, 463
and competitive advantage98–9
and resources90
Noon, M.246
Noonan, L. E.373
Nordenflycht, A. von613
Nordhaug, O.333
(p. 646) Norris, N.336
Norton, D.8
O'Connell Davidson, J.479
offshoring212, 216–17
Ogbonna, E.311, 312, 313
Ohno, T.409, 411
Oiry, E.335
Oldham, G. R.190, 196, 198
O'Leary-Kelly, A. M.311, 312
Oliver, C.176–7
Oliver, N.412
Ones, D.303, 305, 306, 312, 313
operations management:
and HRM8
link with firm performance546
and services management431, 433–4
conception of quality435
use of technology433–4
Ordez-Fuertes, M.396
O'Reilly, C. A.74, 193, 199, 202, 547
Organ, D. W.303, 305, 306, 353
Organization for Economic Cooperation and Development (OECD)332
and performance-related pay478
and training and development325, 326–7
‘organization man’28
organization theory:
and authority109
and bureaucracy109, 116
and central idea of35
and definition of109
and emergence of110–11
fragmentation of111
influence of engineers110, 113–14
and HRM2, 6, 33, 34–5
contribution to theorizing about120–3
and situated social action109–10
and strategic HRM3
and varieties of:
contingency theory114–15
functionalist/systems approach113–16
Marxian strand117–19
new institutionalism117
paradigm debate111–12
post-structuralist/discursive approach119–20
pragmatic pluralism approach112
Weberian strand116–17
organizational capital, and definition of223
organizational justice179–80
Orlitzky, M.294, 498
Orth, M. S.334
Osterman, P.38, 56, 57, 58, 141, 155, 212, 232, 236, 237, 245, 246, 410, 430, 583, 585, 594, 606
Ostroff, C.135, 137, 141, 239, 310, 395, 396, 537, 539, 542, 545, 547, 557, 560, 575
Oswald, F. L.306
Ouchi, W.51, 412n6
outcomes, and analytical human resource management6–7
and customer segmentation strategies443
and externalization of labor211, 213, 273
and knowledge work608–9
and make-or-buy decisions76–8
and modularization438
and New Public Management479
and offshoring212, 216–17
and services industry438
and transaction costs75–6
Paauwe, J.3, 5, 56, 92, 96, 102, 117, 166, 167, 168, 170, 178, 181, 239, 244, 247, 537, 552n1, 573
Park, H. Y.350, 351
Parker, M.153, 155, 159, 410
Parker, P.49
Parker, S. K.190, 193, 196, 198, 199, 588
partnership approach, and public sector483–4
Pascale, R.412n6
Pasmore, W. A.199
Patten, T., Jr33
Patterson, M.139
Paul, A.543
pay, see remuneration
Peccei, R.58, 141, 168, 245, 432, 436
Peel, M. J.350
Peel, S.7
Pelled, L. H.514
Pemberton, C.133, 158
Pendleton, A.56, 168, 479
Peng, M. W.513
Penney, L. M.313
Penrose, E.69
performance appraisal/management130
and cultural diversity520
(p. 647)
and decision-making365, 376–7
and defining job performance365–6
appraisal instruments367–8
behavioral observation scales367, 368–70
behaviorally anchored rating scales367–9
electronic performance monitoring370–1
practicality of instruments368–70
requirements of appraisers369–70
theoretical framework for366
trait scales368–9
use of technology370–1
and desire for improvement364–5
and elements of365
and equal employment opportunity policies266
and feedback/goal-setting374–6
and high-performance work systems131
and knowledge workers462
as leadership requirement364, 365
and micro HRM2
and observation of performance372–3
training for372–3
and public sector484–5 see also firm performance
performance indicators, and limitations of116–17
Perrow, C.420
Perry, E. L.374
Perry, J.473
Perry-Smith, J. E.585
personnel economics72–6
and approach of73
and claims of72
and Cobb-Douglas production function75
and incentive theory73–5
and transaction costs75–6
personnel management, and origins of21–2, 117
Personnel Research Federation23
Peters, G.481
Peters, T.35, 89
Peterson, R.238
Pettigrew, A.40, 170
Pfeffer, Jeffery5, 35, 74, 88, 112, 136, 168, 180, 193, 199, 200, 201, 202, 210, 282, 293, 333, 353, 386, 391, 399, 414, 538
Phillips, J. M.293
Pierce, W. D.347
Pierson, P.83
Pil, F. K.193, 408, 409, 609
Pine, B. J.443
Pinfield, L.55
Piore, M. J.79, 430
Plimpton Press22
Plowden, F.475
Ployhart, R. E.302, 303, 306, 307, 309, 310, 311
Polanyi, M.336, 452
Pollitt, C.470, 476
Poole, M.49, 50, 168, 170, 171–2
Porter, L.473
Porter, Michael35, 71, 89, 170, 220, 500
Posner, M. I.329
Posthuma, R. A.254–5
and managerial control152
and organization theory119–20
Potosky, D.314
Powell, T. C.281
Powell, W.117, 166, 168, 173–4, 175, 180
pragmatic pluralism112
Prahalad, C. K.333, 437, 513, 519
Pratkanis, A.373
prejudice, and employment discrimination253
Premack, S. L.293
Priem, R.71, 90, 94, 100, 281
Prien, E. P.372
Princeton University24
principal–agent theory, and personnel economics73
Pritchard, R. D.348
privatization, and New Public Management (NPM)478–9
problem-solving, and employee voice232–3, 236–7
procedural justice179
Proctor, R. W.329
product markets, and employee voice244
productivity, and pay incentives346–9
and sorting effects349–50
productivity-based HR systems, and compulsory knowledge214–15
and determinants of89
and optimization of491
profit-sharing, and pay-for-performance348–9
(p. 648) project-based work, and knowledge workers457
Prusak, L.419
psychological contract128, 142
and breaches of134, 137–8
and changing nature of133–4
challenges posed by134–5
idiosyncratic contracts134–5
relational contracts134
transactional contracts133–4
and communication of136
and definition of133
and employee characteristics136–7
and employment subsystems213
and impact on behavior135–6
and organizational climate135
and presence of HR practices137, 138–9
and role of132–5
and violations of134, 137–8
and worker well-being138–9
public choice theory, and public sector472
public sector:
and definitional difficulties469–70
and diversity of470
and employment relations:
model employer approach473–4, 483
public administration tradition474–5
sovereign employer approach473
trade union density473–4
traditional approaches to473–5
and financial pressure on471
and governance/network approach to481–2
emphasis on performance484–5
partnership approach483–4
skill development485
user-centered service provision482
and limited attention to469
and New Public Management470
changing organizational structures478–80
criticisms of481
employee voice477
executive agencies479
impact on management476–8
internal markets479
motivations behind475
performance related pay477–8
practices of475
reluctance to use local discretion479–80
resource utilization480–1
target culture481
and political influences on471–2
and public expenditure, control of471
and reform of470, 485–6
and role of the state470–1
pay and conditions471
and significance of470
and size of470
and trading/non-trading distinction471
and workforce characteristics:
educational attainments472
labor intensity472
part-time workers472
proportion of women in472
Pugh, D. S.169n1
Pulakos, E. D.303, 306
Purcell, J.3, 5, 6, 8, 35, 38, 40, 41, 48, 53, 54–5, 57, 58, 59, 61, 63, 70, 71, 77, 88, 95, 97, 117, 118, 129, 148, 149, 167, 170, 178, 179, 199, 202, 212, 217, 219, 222, 227, 232, 239, 245, 247, 274, 292, 294, 304, 389, 392, 416, 422, 430, 469, 481, 500, 504, 537, 538, 539, 541, 543, 548, 559, 572, 573, 595, 600, 607, 610
Purcell, K.38, 330
Purcell, W.496
Pursell, E. D.372
Putnam, H.112
quality circles:
and employee voice237
and lean manufacturing414
Quality of Work Life Programs234
Quinn, J. B.437
Quinones, M. A.439
Quintanilla, J.242, 494
Race Relations Act (UK, 1976)254
Raghuram, S.191
Rainbird, H.334, 338
Raja, U.137
Ramamurti, R.511
Ramsay, H.140, 155, 232, 246, 415, 497, 546, 610
Ramstad, P. M.300, 302
Rao, H.290
(p. 649) rarity, and resources90
Ray, L. J.116
real options theory102
reciprocity, and psychological contracts136
and changing practices in293–4
and contingency effects295–6
and cultural diversity519–20
and definition of273
and equal employment opportunity policies262–6
and future empirical research293–4
and future theory development291–3
and importance of273
and Internet recruitment293–4
and management practice294–5
and methodological problems281–2
and micro HRM2
and organizational context282–91
autonomous strategy283–7
capital intensity289
competitive strategy290
evaluation of practices289
firm size288
flexible strategies287
impact on effectiveness288–9
innovative strategy283
institutional influences289–90
labor market conditions288
muddling through strategy287
organization type287–8
recruitment of experienced labor288
recruitment strategies283–7
retaliatory/defensive actions290–1
status quo strategy287
and organizational effectiveness281, 294
compensation policy276–80
corporate advertising280
corporate social performance280
evaluation of practices276
recruitment intensity276
and regulatory environment274
and remuneration policy and staff turnover349–50, 357
and resource-based view of firm275–82
competitive advantage275–6
methodological problems with281
and selection273–4
and strategic features of274
and utility analysis275 see also selection
Redman, T.545
Reed, M.115, 116, 119, 452–3, 455, 459
Reeves, T.99, 573
Reich, R. B.212, 451
Reichers, A. E.390
Reichheld, F. F.441
Reilly, R. R.293
Reinartz, W.442
reinforcement theory, and pay incentives346
relational contracts134
Relles, D. A.564
and Costco Wholesale Corporation344–5
and disagreements over compensation policy345, 358–9
and internal fit399
and micro HRM2
and pay effects345
and pay form/system345
effects of350–1
impact on staff turnover349–50
incentive effects346–9
sorting effects349–50
and pay level345
above-market rates356–7
effects of356–8
efficiency wage hypothesis356–7
impact on staff turnover357
and pay structure346, 351–2
basis of pay346, 354–5
effects of355
pay dispersion346, 352–4
and pay-for-performance345, 348–9
New Public Management477–8
sorting effects349–50
and recruitment276–80
resource-based view of firm69, 71
and competitive advantage89–90, 91–2, 222
and criticisms of90
and HR-performance links546–7
and human capital158
and internal fit387–8
and recruitment275–82
competitive advantage275–6
methodological problems281
(p. 650)
and strategic HRM89–90, 91–2, 102
HR practices and fit95–6
human capital and fit94–5
measurement and methodological issues99
potential pitfalls of fit96–7
sustained competitive advantage97–9
testing of RH practices93–4
and strategic management89–90
Richard, O.94, 262, 514, 516
Richardson, R.75, 478
Riche, M.257–8
Rinehart, J.410, 415, 416
Ritzer, G.116, 154
Roach, S. S.433
Roberson, Q.391
Robert, C.525
Robinson, S.133, 134, 137, 306, 312, 313
Rockefeller, John D., Jr23–4
Rodgers, D.24
Rodgers, J.338
Rodriguez, D.334
Rodriguez, J. M.92
Roethlisberger, F. J.110
Rogelberg, S. G.310
Rogers, E. W.97, 99
Rogers, J.20, 38, 232, 236, 613
Rogg, K. L.436
Ronan, W. W.372
Rorty, R.112
Rosen, B.200, 261
Rosen, S.352
Rosenbaum, P.562–3
Rosenthal, P.153, 432, 436
Rosenthal, R.554
Rosnow, R. L.554
Roth, P. L.307, 308
Rothwell, W. J.334
Rotundo, M.305, 306, 312
Rousseau, D.133, 134, 135, 137, 213
Rowan, E.102, 173
Royle, T.494
Rozell, E. J.276, 289, 303
Rubery, J.49, 57, 58, 61, 75, 80, 158, 211, 216, 222, 233, 244
Rubin, D. B.562–3
Rucci, A.537
Russ-Eft, D.335
Rusticus, T.568
Ryan, A. M.267, 300, 306
Ryan, P.81
Ryan, R. M.196, 346
Ryle, G.452
Rynes, S.261, 274, 275, 276, 282, 283, 288–9, 291, 293, 294, 295, 345n2, 346, 347, 349, 352
Sacco, J. M.308
Sackett, P. R.305, 306, 307, 308, 312, 313, 314, 351
Sadowski, D.495
Safelite Glass Corporation349, 351
St-Onge, S.348, 349
Sako, M.245
Salancik, G.136, 180
Salas, E.374
Sam's Club344, 357
Sanchez-Runde, C.116
Sandberg, A.417
Sandberg, J.336
Sanders, W. G.398
Sanz-Balle, R.53
Saunders, G.266
Savage, E.254
Scarbrough, H.450, 451, 453, 465
Schmalensee, R. L.601
Schmidt, F. L.293, 300, 301, 306, 554
Schmit, M. J.436
Schmitt, M.495
Schmitt, N.302, 308, 311, 568n14
Schneider, B.247, 303, 309, 310, 311, 390, 431, 432, 435, 436, 571, 572
Schonberger, R.411
Schrader, B. W.374
Schuler, H.313
Schuler, R.5, 39, 41, 53, 54, 115, 167, 170, 219, 220, 244, 390, 408, 504
Schulten, T.497
Schwab, D. P.368, 560
Schwan, R.287, 288, 292
Schwartz, S. H.511
scientific management431
and origins of HRM21, 602
Scott, A.141
Scott, D.499
Scott, W. R.168
Sears Roebuck28, 537
Second World War, and origins of human resource management27–8