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the oxford handbook of
HUMAN
RESOURCE
MANAGEMENT
the oxford handbook of......................................................................................................................................................
HUMAN
RESOURCE
MANAGEMENT......................................................................................................................................................
Edited by
PETER BOXALL,
JOHN PURCELL,and
PATRICK WRIGHT
1
3Great Clarendon Street, Oxford ox2 6dp
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Oxford is a registered trade mark of Oxford University Pressin the UK and in certain other countries
Published in the United Statesby Oxford University Press Inc., New York
Oxford University Press 2007The moral rights of the authors have been asserted
Database right Oxford University Press (maker)
First published 2007
All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted, in any form or by any means,
without the prior permission in writing of Oxford University Press,or as expressly permitted by law, or under terms agreed with the appropriate
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Oxford University Press, at the address above
You must not circulate this book in any other binding or coverand you must impose the same condition on any acquirer
British Library Cataloguing in Publication Data
Data available
Library of Congress Cataloging in Publication Data
Data available
Typeset by SPI Publisher Services, Pondicherry, India
Printed in Great Britainon acid free paper by
Biddles Ltd., Kings Lynn, Norfolk
ISBN 978 0 19 928251 7
1 3 5 7 9 10 8 6 4 2
Contents.........................................
List of Figures viii
List of Tables ix
List of Contributors x
1. Human Resource Management: Scope, Analysis, and Significance
Peter Boxall, John Purcell, and Patrick Wright 1
I . F O U N DAT I O N S A N D F R A M E WO R K S
2. The Development of HRM in Historical and InternationalPerspective 19
Bruce E. Kaufman
3. The Goals of HRM 48
Peter Boxall
4. Economics and HRM 68
Damian Grimshaw and Jill Rubery
5. Strategic Management and HRM 88
Mathew R. Allen and Patrick Wright
6. Organization Theory and HRM 108
Tony Watson
7. HRM and the Worker: Towards a New Psychological Contract? 128
David E. Guest
8. HRM and the Worker: Labor Process Perspectives 147
Paul Thompson and Bill Harley
9. HRM and Societal Embeddedness 166
Jaap Paauwe and Paul Boselie
I I . C O R E P R O C E S S E S A N D F U N C T I O N S
10. Work Organization 187
John Cordery and Sharon K. Parker
11. Employment Subsystems and the HR Architecture 210
David Lepak and Scott A. Snell
12. Employee Voice Systems 231
Mick Marchington
13. EEO and the Management of Diversity 251
Ellen Ernst Kossek and Shaun Pichler
14. Recruitment Strategy 273
Marc Orlitzky
15. Selection Decision-Making 300
Neal Schmitt and Brian Kim
16. Training, Development, and Competence 324
Jonathan Winterton
17. Remuneration: Pay Effects at Work 344
James P. Guthrie
18. Performance Management 364
Gary Latham, Lorne M. Sulsky, and Heather MacDonald
I I I . PAT T E R N S A N D D Y N A M I C S
19. HRM Systems and the Problem of Internal Fit 385
Sven Kepes and John E. Delery
20. HRM and Contemporary Manufacturing 405
Rick Delbridge
21. Service Strategies: Marketing, Operations, and HumanResource Practices 428
Rosemary Batt
22. HRM and Knowledge Workers 450
Juani Swart
23. HRM and the New Public Management 469
Stephen Bach and Ian Kessler
24. Multinational Companies and Global Human Resource Strategy 489
William N. Cooke
vi c o n t e n t s
25. Transnational Firms and Cultural Diversity 509
Helen De Cieri
I V. M E A S U R E M E N T A N D O U T C O M E S
26. HRM and Business Performance 533
John Purcell and Nicholas Kinnie
27. Modeling HRM and Performance Linkages 552
Barry Gerhart
28. Family-Friendly, Equal-Opportunity, and High-Involvement 581Management in Britain
Stephen Wood and Lilian M. de Menezes
29. Social Legitimacy of the HRM Profession: A US Perspective 599
Thomas A. Kochan
Index 621
c o n t e n t s v i i
L ist of F igures..................................................................
3.1 The Harvard map of the HRM territory 50
3.2 The goals of HRM: a synthesis 62
7.1 A framework for the analysis of the psychological contract 138
9.1 General framework for analyzing industrial relations issues 172
9.2 Impacts of DiMaggio and Powells three mechanisms on HRM 175
10.1 The organization of a work system 189
11.1 HR architectural perspective 214
11.2 HR architectural perspective and knowledge flows 224
13.1 Goals of EEO and managing workforce diversity policies andpractices 261
14.1 Mediation effects of recruitment on organizational effectiveness 282
14.2 Windolf s typology of recruitment strategies 283
19.1 The different types of internal fit within the HRM architecture 392
22.1 The multiple sources of identity of knowledge workers 461
24.1 An analytical framework 492
26.1 Revised HR causal chain 541
26.2 People management, HRM, and organizational effectiveness 544
L ist of Tables..............................................................
3.1 Predicting HR strategy: two different scenarios despitethe same type of competitive strategy 54
3.2 Market characteristics, competitive dynamics, and HRstrategy in services 60
6.1 The contributions of four strands of organizationtheory to HRM 121
9.1 Strategic responses to institutional processes 176
10.1 A taxonomy of work content characteristics associatedwith 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 anddiversity strategies 259
13.2 EEO HR practices and organizational effectiveness:representative studies 263
14.1 Summary of previous research investigating the maineffects of recruitment on organizational effectiveness 277
14.2 Summary of previous research investigating contingencyeffects 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-managerialemployees 587
28.2 The provision of equal-opportunity practices fornon-managerial employees 588
28.3 The provision of high-involvement practices fornon-managerial employees 589
L ist of Contributors..............................................................................................
Mathew R. Allen is a doctoral candidate in human resource management at Cornell
University where his research is concerned with the relationship between HR
practices and firm performance among small businesses.
Stephen Bach is Reader in Employment Relations and Management at Kings
College, University of London. His research interests include public sector restruc-
turing and public sector unionism and his publications include Employment
Relations and the Health Service: The Management of Reforms (Routledge).
Rosemary Batt is Professor of Women and Work at the New York State School of
Industrial and Labor Relations, Cornell University. Her research ranges across
high-performance work systems, unions, international and comparative workplace
studies, technology, and work and family issues, and her publications include The
New American Workplace: Transforming Work Systems in the U.S. (ILR Press,
Cornell) with Eileen Appelbaum.
Paul Boselie is an Assistant Professor in Human Resources Studies in the Faculty
of Social and Behavioural Sciences at Tilburg University. His research traverses
human resource management, institutionalism, strategic management, and industrial
relations.
Peter Boxall is Professor in Human Resource Management at the University of
Auckland where he has served as Head of the Department of Management and
Employment Relations and as an Associate Dean. His research is concerned with
the links between HRM and strategic management and with the changing nature of
work and employment systems and he is the co-author of Strategy and Human
Resource Management (Palgrave Macmillan) with John Purcell.
Bill Cooke is a Visiting Professor in the School of Labor and Industrial Relations
at Michigan State University. His research concerns multinational companies and
foreign and global human r
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