Oxford Handbook of Human Resource Management

Greenwood,M.R.( 2002 ). ‘Ethics and HRM: A Review and Conceptual Analysis.’Journal of Business Ethics, 36 / 3 :261 78. Grugulis, ...

Purcell,J.( 1999 ). ‘Best Practice and Best Fit: Chimera or Cul de Sac?’Human Resource Management Journal, 93 :26 41. and Ahlstr ...

Schatzman, L., Erlich, D., Bucher, R., and Sabsin,M.( 1963 ). ‘The Hospital and its Negotiated Order.’ In E. Friedson (ed.),The ...

chapter 7 ...................................................................................................................... ...

Some of the language of strategic HRM has provided ammunition for critics who might see it as little more than a diVerent system ...

High-commitment management, as a distinctive approach to HRM, challenged the traditional basis for management control by suggest ...

A somewhat diVerent perspective onXexibility has been presented by Lepak and Snell ( 1999 ) who argue that it is appropriate to ...

There is therefore a strong case for exploring the impact of HRM on employees or, to put it another way, how employees react to ...

(Rousseau 1995 ; Herriot and Pemberton 1995 ). The second is that organizational change is now so pervasive that sooner or later ...

clearly deWned, time bound, and easy to monitor. Relational contracts are more implicit and informal and less easy to tie down a ...

(Yukl 2005 ) will become more pervasive. As a result, they may be out of the control of the HR department, which needs to ensure ...

practices. First, psychological contracts, more particularly the promises and com- mitments made by the organization and its age ...

that might help to shape the deal and perceptions of it. They report Coyle-Shapiro and Neumann’s ( 2004 ) research concerning di ...

satisfaction, reduced organizational citizenship behavior, and an increased turn- over intention and actual staVturnover (see Co ...

association between HRM and the range of attitudinal outcomes including work satisfaction, life satisfaction, and satisfaction w ...

by employee attitudes and behavior, there is support for a provisional conclusion that through greater use of ‘high-commitment’ ...

The second major concern expressed by critics of HRM is that it promotes a unitarist system which reduces workers’ collective vo ...

contract, suggesting that this need not be a major concern. There is no evidence that a trade union presence serves to alleviate ...

There is still a case to be made and a battle to be won to promote greater adoption of the high-commitment/high-performance work ...

CoyleShapiro, J., and Kessler,I.( 2000 ). ‘Consequences of the Psychological Contract for the Employment Relationship: A Large S ...