International Journal of Human Resource Management 8(3)‚ 263-76. Paauwe‚ J. (2004). HRM and performance: Achieving long-term viability. Oxford: Oxford University Press. Paul‚ A.K.‚ & Anantharaman‚ R.N. (2003). Impact of people management practices on organisational performance Management‚ 14‚ 1246-1266. Purcell‚ J.‚ & Hutchinson‚ S. (2007). Front-line managers as agents in the HRM performance causal chain: theory‚ analysis and evidence. Human Resource Management Journal‚ 17‚ 3-20 Rousseau‚ D. 1990. New hire
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and Impact Boxall‚ P. & Purcell‚ J. (2000). Strategic human resource management: where have we come from and where should we be going?. International Journal of Management Reviews‚ 2(2): 183-203. Boxall P. & Purcell‚ J. (2003). Strategy and Human Resource Management. Basingstoke: Palgrave Macmillan. Datta‚ D. K.‚ Guthrie‚ J.P.‚ & Wright‚ P.M. (2003). HRM and Firm Productivity: Does Industry Matter?. Paper presented to the National Academy of Management Meetings‚ Seattle‚ WA‚ August‚ 2003. Huselid
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preferred. Human resource is a key resource of organizations and that the intangible resource of knowledge that goes hand in hand with the human resource may form the bedrock on which firms may try to build performance and competitiveness. (Boxall & Purcell‚ 2003) A key to effective management is the development and maintenance of a good flow of communication to and from all employees. Employers should strive to keep employees informed about the company’s policies‚ procedures‚ programs and products
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increase performance and effectively increase the profitability of a company. This can be summarised by Guest et al‚ “greater use of HRM is associated with lower labour turnover and higher profit per employee but not higher productivity” (Guest et al 2003‚ pg. 291). The remit of HRM is yet to be specifically defined however using
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psychological contract because it can help employees and employers have clearly understanding on the mutual obligations as a ‘two-way exchange’ (Guest‚2004). In addition‚ ‘contractual’ needs to be concerned on both parties‚ not only employees (Boxall and Purcell‚2003). Thus‚ psychological contract can be described as “sets of expectations about reciprocal arrangements and exchanges” (Sparrow‚1996). As a result‚ employee expects to obtain the balance between perceived obligations‚ such as pay and career
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Limited Boxall‚ P Bratton‚ J and Gold‚ J. (1999) Human Resource Management: Theory and practice 2nd edition London: MacMillian Press Ltd. Bratton‚ J and Gold‚ J Mabey C.‚ Skinner D. and Clark T. (1998) Experiencing Human Resource Management London: SAGE Publications Ltd. Bibliography Armstrong‚ M (1992) Human Resource Management Strategy & Action London: Kogan Page Limited Armstrong‚ M (2000) Strategic human resource management: a guide to action London: Kogan Page Limited Boxall‚ P. and Purcell‚ J
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activities associated with the management of people in an organisation” (Boxall and Purcell‚ 2011). The application of the word ‘strategy’ as a precursor to HRM “implies a concern with the ways in which HRM is critical to the firm’s survival and to its relative success. There are always strategic choices associated with labour management in the firm and these choices are inevitably connected with the firms performance” (Boxall and Purcell‚ 2011). There is no single way to link HRM with a firm’s strategy
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candidates are thus‚ able to be recruited and selected during their career development (Crawford 2004). It has been argued that in order for the firm to build and sustain the competitive advantage‚ proper staffing is critical (Wright & Snell 1991‚ Boxall 1996). Recruitment and selection is a major HRM function as it encompasses all organisational practices and decisions. Recent technological advances‚ globalisation‚ social trends and changes within organisations have brought new challenges for recruitment
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HRM Human resource management is a strategic and coherent approach to the management of an organization’s most valued assets – the people working there‚ who individually and collectively contribute to the achievement of its objectives. Boxall et al(2007) describe HRM as ‘the management of work and people towards desired ends’. John Storey (1989) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that
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Vol. 22 No. 6‚ pp. 576-93. Boisot‚ M. (2005)‚ Exploring the information space a strategic perspective on information systems‚ in Rooney‚ D.‚ Hearn‚ G. and Ninan‚ A. (Eds)‚ Handbook on the Knowledge Economy‚ Edward Elgar‚ Cheltenham. Boxall‚ P. and Purcell‚ J. (2003)‚ Strategy and Human Resource Management‚ Palgrave Macmillan‚ Basingstoke and New York‚ NY. Burton‚ J.A. (1999)‚ Knowledge Capitalism‚ Oxford University Press‚ Oxford. Drucker‚ P. (1999)‚ Knowledge worker productivity the biggest challenge
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