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Fundamentals of HRM
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Fundamentals of HRM

Four Volume Set
Edited by:
Other Titles in:
Human Resource Management
November 2007 | 1 576 pages | SAGE Publications Ltd
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Human resource management (HRM) as an international focus for research and practice is a well-established and respected branch of management science. The articles in this four-volume set are drawn from the best scholarship in the field and comprehensively cover the central currents of HRM as a discipline as well as reflecting its historical development.

Advised by a panel of eminent HRM scholars, Neil Anderson has selected a collection of classic and field-defining articles.

Volume One: HRM Defined and in Organization Context

Volume Two: HRM Practices and Procedures I

Volume Three: HRM Practices and Procedures II

Volume Four: Key Debates and the Future of HRM Globally

 
Volume One
HRM Defined and in Organizational Context

 
 
PART ONE: THE HISTORY AND UTILITY OF HRM
R S Schuler and I C MacMillan
Gaining a Competitive Advantage through Human Resource Management Practices
D Guest
Human Resource Management and Industrial Relations
D Ulrich
Organizational Capability as Competitive Advantage
Human Resource Professionals as Strategic Partners

 
M A Huselid
The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance
S E Jackson and R S Schuler
Understanding Human Resource Management in the Context of Organizations and Their Environments
 
PART TWO: PERSPECTIVES AND THEORETICAL APPROACHES
B Schneider
The People Make the Place
P M Wright and G C McMahan
Theoretical Perspectives for Strategic Human Resource Management
D Guest
Human Resource Management and Performance
A Review and Research

 
T Keenoy
Review Article
HRMism and the Languages of Re-Presentation

 
P Gooderham, O Nordhaug and K Ringdal
Institutional and Rational Determinants of Organizational Practice
Human Resource Management in European Firms

 
D E Bowen and C Ostroff
Understanding HRM-Firm Performance Linkages
The Role of the 'Strength' of the HRM System

 
J Godard
A Critical Assessment of the High Performance Paradigm
W Mayrhofer and C Brewster
European Human Resource Management
Researching Developments over Time

 
 
PART THREE: INTERNATIONAL HRM
D Guest
Human Resource Management and the American Dream
R S Schuler
Strategic Human Resource Management
Linking the People with the Strategic Needs of the Business

 
R S Schuler, P J Dowling and H De Cieri
An Integrative Framework of Strategic International Human Resource Management
C Brewster, P Sparrow and H Harris
Towards a New Model of Globalizing HRM
R S Schuler and S E Jackson
A Quarter-Century Review of Human Resource Management in the US
The Growth in Importance of the International Perspective

 
 
Volume Two
HRM Practices and Procedures I

 
 
PART ONE: SELECTION AND SOCIALIZATION OF EMPLOYEES
P R Sackett and G F Dreher
Constructs and Assessment Center Dimensions
Some Troubling Empirical Findings

 
M R Barrick and M K Mount
The Big Five Personality Dimensions and Job Performance
A Meta-Analysis

 
C Ostroff and S W J Kozlowski
Organizational Socialization as a Learning Process
The Role of Information Acquisition

 
F L Schmidt and J E Hunter
The Validity and Utility of Selection Methods in Personnel Psychology
Practical and Theoretical Implications of 85 Years of Research Findings

 
 
PART TWO: PERFORMANCE MEASUREMENT AND MANAGEMENT
H S Feild and W H Holley
The Relationship of Performance Appraisal System Characteristics to Verdicts in Selected Employment Discrimination Cases
A S DeNisi, T P Cafferty and B M Meglino
A Cognitive View of the Performance Appraisal Process
Model and Research Propositions

 
N Napier and G P Latham
Outcome Expectancies of People Who Conduct Performance Appraisals
W C Borman and S J Motowildo
Expanding the Criterion Domain to Include Elements of Contextual Performance
D N Den Hartog, J P Boselie and J Paauwe
Performance Management
A Model and Research Agenda

 
M A Griffin, A Neal and S K Parker
A New Model of Work Role Performance
Positive Behavior in Uncertain and Interdependent Contexts

 
 
PART THREE: COMPENSATION AND PAYMENT SYSTEMS
C L Weber and S L Rynes
Effects of Compensation Strategy on Job Pay Decisions
S L Fraser, S F Cronshaw and R A Alexander
Generalizability Analysis of a Point Method Job Evaluation System
A Field Study

 
P M Wright et al
Productivity and Extra-Role Behavior
The Effects of Goals and Incentives on Spontaneous Helping

 
 
PART FOUR: HUMAN RESOURCES DEVELOPMENT
D L Kirkpatrick
Evaluating Training Programs
Evidence versus Proof

 
R A Guzzo, R D Jette and R A Katzell
The Effects of Psychologically Based Intervention Programs on Worker Productivity
A Meta-Analysis

 
P L Ackerman
Individual Differences in Skill Learning
An Integration of Psychometric and Information Processing Perspectives

 
S K Parker, T D Wall and P R Jackson
That's Not My Job
Developing Flexible Employee Work Orientations

 
 
Volume Three
HRM Practices and Procedures II

 
 
PART ONE: TEAMWORKING AND WORK GROUPS
D Tijosvold
The Dynamics of Interdependence in Organizations
C J G Gersick
Time and Transition in Work Teams
Toward a New Model of Group Development

 
S W J Kozlowski and B S Bell
Work Groups and Teams in Organizations
D van Knippenberg, C K W De Dreu and A C Homan
Work Group Diversity and Group Performance
An Integrative Model and Research Agenda

 
 
PART TWO: LEADERSHIP AND COMMUNICATION
B M Bass
Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?
D N Den Hartog et al
Culture-Specific and Cross-Culturally Generalizable Implicit Leadership Theories
Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?

 
R G Lord, C L De Vader and G M Allinger
A Meta-Analysis of the Relationship between Personality Traits and Leadership Perceptions
An Application of Validity Generalization Procedures

 
 
PART THREE: INNOVATION AND CREATIVITY
T M Amabile
The Social Psychology of Creativity
A Componential Conceptualization

 
M Frese et al
Personal Initiative at Work
Differences between East and West Germany

 
N R Anderson and M A West
Measuring Climate for Work Group Innovation
Development and Validation of the Team Climate Inventory

 
 
PART FOUR: ORGANIZATION CULTURE, CLIMATE AND PERFORMANCE
B M Meglino, E C Ravlin and C L Adkins
A Work-Values Approach to Corporate Culture
A Field Test of the Value Congruence Process and Its Relationship to Individual Outcomes

 
S L Robinson and D M Rousseau
Violating the Psychological Contract
Not the Exception but the Nor

 
J Langan-Fox and P Tan
Images of a Culture in Transition
Personal Constructs of Organizational Stability and Change

 
B Schneider, A N Salvaggio and M Subirats
Climate Strength
A New Direction for Climate Research

 
 
PART FIVE: STRESS, BURNOUT AND ORGANIZATION HEALTH
R Karasek
Job Demands, Job Decision Latitude and Mental Strain
C Maslach and S E Jackson
The Measurement of Experienced Burnout
S Folkman and R S Lazarus
The Relationship between Coping and Emotion
Implications for Theory and Research

 
J R Edwards and C L Cooper
The Person-Environment Fit Approach to Stress
J M George and A P Brief
Feeling Good-Doing Good
A Conceptual Analysis of Mood at Work-Organizational Spontaneity Relationship

 
P M Hart
Predicting Employee Life Satisfaction
A Coherent Model of Personality, Work and Non-Work Experiences and Domain Satisfactions

 
 
Volume Four
Key Debates and the Future of HRM Globally

 
 
PART ONE: THE UTILITY OF HRM REVISITED: ALTERNATIVE PERSPECTIVES
W F Cascio
Whither Industrial and Organizational Psychology in a Changing World of Work?
B Becker and B Gerhart
The Impact of Human Resource Management on Organizational Performance
Progress and Prospects

 
J Purcell
Best Practice and Best Fit
Chimera or Cul-de-Sac

 
M A West et al
The Link between the Management of Employees and Patient Mortality in Acute Hospitals
T D Wall and S J Wood
The Romance of Human Resource Management and Business Performance, and the Case for Big Science
 
PART TWO: HRM AND ORGANIZATION STRATEGY
R S Schuler and S E Jackson
Linking Competitive Strategies with Human Resource Management Practices
B E Ashforth and F Mael
Social Identity Theory and the Organization
J Delery and H Doty
Modes of Theorizing in Strategic Human Resource Management
Tests of Universalistic, Contingency and Configurational Performance Predictions

 
J E Delery
Issues of Fit in Strategic Human Resource Management
Implications for Research

 
P M Wright, B B Dunford and S A Snell
Human Resources and the Resource-Based View of the Firm
T J Watson
Strategists and Strategy-Making
Strategic Exchange and the Shaping of Individual Lives and Organizational Futures

 
 
PART THREE: THE DEMISE OF PERSONNEL MANAGEMENT AND THE FUTURE OF HRM
R E Walton
From Control to Commitment in the Workplace
M Marchington and I Grugulis
'Best Practice' Human Resource Management
Perfect Opportunity or Dangerous Illusion?

 
M M Novicevic and M Harvey
The Changing Role of the Corporate HR Function in Global Organizations of the Twenty-First Century
K L Rogg et al
Human Resource Practices, Organizational Climate and Customer Satisfaction
R W Beatty, M A Huselid and C E Schneier
New HR Metrics
Scoring on the Business Scorecard

 

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ISBN: 9781412930802
£675.00

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