Oxford Handbook of Human Resource Management

Third, it is argued that researchers and practitioners need to develop a better understanding of the complex interrelationships ...

References Adler, N. J., Doktor, R., and Redding,S.G.( 1986 ). ‘From the Atlantic to the PaciWc Century: Cross cultural Manageme ...

Doz, Y., and PrahaladC. K. ( 1991 ). ‘Managing DMNCs: A Search for a New Paradigm.’ Strategic Management Journal, 12 :145 64. Ea ...

Javidan, M., and House,R.J.( 2001 ). ‘Cultural Acumen for the Global Manager: Lessons from Project GLOBE.’Organizational Dynamic ...

Richard,O.C.( 2000 ). ‘Racial Diversity, Business Strategy, and Firm Performance: A Resource Based View.’Academy of Management J ...

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part iv ........................................................................................................................ ...

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chapter 26 ..................................................................................................................... ...

theoretical challenges. This can be found elsewhere, for example in Wright and Gardner ( 2003 ) and Wall and Wood ( 2005 ), nor ...

One standard deviation increase in HR system practices (relative to the mean) designed to enhance workforce ability, motivation ...

These same authors then argue that three criteria need to be used to establish cause. First, cause requires that the eVect be pr ...

more proximal measures of performance which seem more likely to be directly inXuenced by, or an outcome of, worker behavior. Typ ...

policies, is the eradication of discrimination. This is not to deny the importance of HRM contributing to performance; merely to ...

Attempts to resolve this ‘list’ problem have led to a focus on ‘HR architecture’ (Becker and Gerhart 1996 ; Wright and Gardner 2 ...

correlations are found between the adoption of a certain mix of practices and performance we do not know why this occurs. We hav ...

the role of line managers and then place the causal chain within its wider organ- izational context. The purpose of Fig. 26. 1 i ...

. Behavioral outcomesXow in the main from these attitudinal dimensions. This can be learning new methods of working, engaging in ...

how many employees are required, the interface with technology, skill levels required, and strongly inXuence what people actuall ...

Articulatedvalues Workclimate Willingnessto cooperate Compet-encies Jobexperience Jobsatisfaction Linemanagerenactmentleadership ...