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date: 23 February 2020

(p. ix) List of Tables

(p. ix) List of Tables

  • 3.1 Predicting HR strategy: two different scenarios despite the same type of competitive strategy 54

  • 3.2 Market characteristics, competitive dynamics, and HR strategy in services 60

  • 6.1 The contributions of four strands of organization theory to HRM 121

  • 9.1 Strategic responses to institutional processes 176

  • 10.1 A taxonomy of work content characteristics associated with different work system archetypes 194

  • 10.2 Recommended job design strategies 197

  • 12.1 Framework for analyzing direct voice 235

  • 12.2 Factors influencing the adoption of voice systems 243

  • 13.1 Definitions of employer objectives of EEO and diversity strategies 259

  • 13.2 EEO HR practices and organizational effectiveness: representative studies 263

  • 14.1 Summary of previous research investigating the main effects of recruitment on organizational effectiveness 277

  • 14.2 Summary of previous research investigating contingency effects of/on recruitment practices and strategy 284

  • 22.1 Concurrent themes, HR practice impact areas, and key tensions 459

  • 28.1 The provision of family-friendly practices for non-managerial employees 587

  • 28.2 The provision of equal-opportunity practices for non-managerial employees 588

  • 28.3 The provision of high-involvement practices for non-managerial employees 589