LEADER 05301nam 2200697 450 001 9910826822903321 005 20211220191031.0 010 $a1-118-48263-8 010 $a1-118-48262-X 035 $a(CKB)2550000001130099 035 $a(EBL)1118507 035 $a(OCoLC)828794017 035 $a(SSID)ssj0000831929 035 $a(PQKBManifestationID)12338972 035 $a(PQKBTitleCode)TC0000831929 035 $a(PQKBWorkID)10882208 035 $a(PQKB)10003226 035 $a(PQKBManifestationID)16037577 035 $a(PQKB)22928034 035 $a(MiAaPQ)EBC1118507 035 $a(DLC) 2012042341 035 $a(Au-PeEL)EBL1118507 035 $a(CaPaEBR)ebr10784809 035 $a(CaONFJC)MIL530146 035 $a(EXLCZ)992550000001130099 100 $a20131106d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aHRM and performance $eachievements and challenges /$fedited by Jaap Paauwe, David Guest, and Patrick Wright 210 1$aChichester, England :$cWiley,$d2012. 210 4$dİ2012 215 $a1 online resource (268 p.) 300 $aDescription based upon print version of record. 311 $a1-4051-6833-1 311 $a1-299-98895-4 320 $aIncludes bibliographical references and index. 327 $aHRM and Performance: Achievements and Challenges; Copyright; Contents; Preface; Editor Biographies; Author Biographies; Chapter 1: HRM and Performance: What Do We Know and Where Should We Go?; What do we know about the HRM-performance relationship?; Theoretical ambiguity; Empirical invalidity; Which HRM practices?; How should HRM practices be measured?; What is performance?; How are HRM practices implemented?; How do HRM practices impact performance?; How do we statistically model the HRM-performance relationship?; Answering the unanswered questions 327 $aChapter 2: HRM, Well-Being and Performance: A Theoretical and Empirical ReviewIntroduction; Conceptual focus and definitions; Human resource management; Employee well-being; Organizational performance; Alternative models of the HRM-WB-OP relationship; Theoretical arguments and analytical approaches; Well-being-performance relationship; HRM-well-being relationship; Perceived working conditions-well-being link; HRM-perceived working conditions link; Conclusion; Review of research on the HRM-WB-OP relationship; Happiness well-being; Health-related well-being; Conclusion 327 $aContextual and contingency factorsRole of national institutions and legislation; Role of trade unions; Sector/branch of industry; Organizational turbulence; Demographic characteristics and composition of the workforce; Conclusion; Suggestions for future research; Conclusions; Chapter 3: Building Highly-Performing Work Systems: Analysing HR Systems and Their Contribution to Performance; The analytical approach to HRM; HPWSs: background and critique; Going forward: studying HR systems and their contribution to performance; Contexts and business models; Mediators and methods 327 $aMutuality and sustainabilityConclusions; Chapter 4: Reconceptualizing Fit in Strategic Human Resource Management: 'Lost in Translation?'; Abstract; Introduction; Best-fit approaches in human resource management; The early fit models and the next generation fit models in HRM; Content approaches; Process approaches; The strength of interaction; Alignment of dominant goals; Organizational fit; Institutional fit; Implementation; Dynamic capabilities; Missing elements; Integration of fit approaches and discussion 327 $aProposition 1: An effective HR system requires optimizing the level of strategic fit and 'satisficing' the level of institutional fitProposition 2: Both the first and second stages of the framework are needed for effectiveness; Proposition 3: Aligned strategic, internal and organizational fit will be positively related to labour productivity; Proposition 4: Institutional fit will be positively related to social legitimacy; Proposition 5: Achieving a dynamic fit is positively related to organizational flexibility 327 $aProposition 6: The different types of fit together can form a unique gestalt or configuration, which could lead to a sustained competitive advantage 330 $aThe link between HRM and performance has become an important policy issue at both a national and a corporate level. HRM and Performance draws on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance? 606 $aPersonnel management 606 $aPerformance 615 0$aPersonnel management. 615 0$aPerformance. 676 $a658.3/14 701 $aPaauwe$b Jaap$01609224 701 $aGuest$b David$f1944-$01609225 701 $aWright$b Patrick M$0166613 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910826822903321 996 $aHRM and performance$93936357 997 $aUNINA