An Hrm Perspective on Employee Participation
The Oxford Handbook of Participation in Organizations
Paul J. Gollan, David Lewin, Mick Marchington, and Adrian Wilkinson
Print publication date: May 2010 Print ISBN-13: 9780199207268 Published to Oxford Handbooks Online: May-10 Subject: Business and Management, Human Resource Management, Organizational Theory and Behaviour DOI: 10.1093/oxfordhb/9780199207268.001.0001
An HRM Perspective on Employee Participation
Peter Boxall, John Purcell
DOI: 10.1093/oxfordhb/9780199207268.003.0002
Abstract and Keywords
Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. HRM itself can be subdivided into three domains: micro HRM, strategic HRM, and international HRM. This diversity in HRM leads to a major problem if one is asked to describe an HRM perspective on employee participation. The response to this challenge is to emphasize the value of taking an ‘analytical approach’ to HRM. This article applies an analytical HRM approach to the study of contemporary patterns of employee representation and participation. It describes the trends in employee-voice practices and the larger organizational patterns of which they form a part. The focus is mainly on the Anglo-American world, but some comparisons are also made with practices outside the Anglophone sphere to illustrate what is distinctive. human resource management, micro HRM, strategic HRM, international HRM, employee participation, analytical approach
Introduction Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. The term is not restricted to organizations in the
Page 1 of 35
An HRM Perspective on Employee Participation
PRINTED FROM OXFORD HANDBOOKS ONLINE
Paul J. Gollan, David Lewin, Mick Marchington, and Adrian Wilkinson
Print publication date: May 2010 Print ISBN-13: 9780199207268 Published to Oxford Handbooks Online: May-10 Subject: Business and Management, Human Resource Management, Organizational Theory and Behaviour DOI: 10.1093/oxfordhb/9780199207268.001.0001
An HRM Perspective on Employee Participation
Peter Boxall, John Purcell
DOI: 10.1093/oxfordhb/9780199207268.003.0002
Abstract and Keywords
Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. HRM itself can be subdivided into three domains: micro HRM, strategic HRM, and international HRM. This diversity in HRM leads to a major problem if one is asked to describe an HRM perspective on employee participation. The response to this challenge is to emphasize the value of taking an ‘analytical approach’ to HRM. This article applies an analytical HRM approach to the study of contemporary patterns of employee representation and participation. It describes the trends in employee-voice practices and the larger organizational patterns of which they form a part. The focus is mainly on the Anglo-American world, but some comparisons are also made with practices outside the Anglophone sphere to illustrate what is distinctive. human resource management, micro HRM, strategic HRM, international HRM, employee participation, analytical approach
Introduction Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. The term is not restricted to organizations in the
Page 1 of 35
An HRM Perspective on Employee Participation
PRINTED FROM OXFORD HANDBOOKS ONLINE