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HRM and Performance: What’s Next?

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dc.contributor.authorPaauwe, Jaap
dc.contributor.authorBoselie, Jean Paul
dc.date.accessioned2020-12-06T22:51:57Z
dc.date.available2020-12-06T22:51:57Z
dc.date.issued2005-07-22
dc.description.abstractThe last decade of empirical research on the added value of human resource management (HRM), also known as the HRM and Performance debate, demonstrates evidence that ‘HRM does matter’ (Huselid, 1995; Guest, Michie, Conway and Sheehan, 2003; Wright, Gardner and Moynihan, 2003). Unfortunately, the relationships are often (statistically) weak and the results ambiguous. This paper reviews and attempts to extend the theoretical and methodological issues in the HRM and performance debate. Our aim is to build an agenda for future research in this area. After a brief overview of achievements to date, we proceed with the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance and what is the nature of the link between these two. In the final section, we make a plea for research designs starting from a multidimensional concept of performance, including the perceptions of employees, and building on the premise of HRM systems as an enabling device for a whole range of strategic options. This implies a reversal of the Strategy-HRM linkage.
dc.description.legacydownloadsHRM_and_Performance___What_s_next_22nd_july_2005___FINAL_JP_PB.pdf: 20629 downloads, before Oct. 1, 2020.
dc.identifier.other87072
dc.identifier.urihttps://hdl.handle.net/1813/89755
dc.language.isoen_US
dc.subjectHRM
dc.subjectpractices
dc.subjecttheory
dc.subjectmanagement
dc.subjectperformance
dc.subjectemployee
dc.subjectgroup
dc.subjectorganization
dc.titleHRM and Performance: What’s Next?
dc.typearticle
local.authorAffiliationPaauwe, Jaap: paauwe@few.eur.nl Erasmus University Rotterdam
local.authorAffiliationBoselie, Jean Paul: boselie@few.eur.nl Erasmus University Rotterdam

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