Strategic Human Resource Management: The Value of Different Paradigms

This paper argues that discussion of the strategic management of human resources has been limited by a confusion over the analysis of SHRM and an inadequate conception of the field for SHRM. By separating out the universalistic and con-textualist paradigms, the paper clarifies the differences in approach and how these affect views of the nature, levels and actors in the subject area. Siting itself in the contextualist paradigm, the paper draws attention to the value of that approach in understanding current developments in SHRM in Europe.1

[1]  B. Lundvall.  National Systems of Innovation , 1992 .

[2]  R. Schuler.  Strategic human resources management: Linking the people with the strategic needs of the business☆ , 1992 .

[3]  B. Gerhart,et al.  The Impact of Human Resource Management on Organizational Performance: Progress and Prospects , 1996 .

[4]  William E. Paterson,et al.  Federal Republic of Germany , 1985, International Journal of Comparative Labour Law and Industrial Relations.

[5]  Rita Gunther McGrath,et al.  IMPROVING LABOR PRODUCTIVITY: HUMAN RESOURCE MANAGEMENT POLICIES DO MATTER , 1996 .

[6]  Chris Brewster,et al.  Human resource management in Europe: evidence from ten countries , 1992 .

[7]  P. Boxall.  STRATEGIC HUMAN RESOURCE MANAGEMENT: BEGINNINGS OF A NEW THEORETICAL SOPHISTICATION? , 1992 .

[8]  Peter Boxall,et al.  The significance of human resource management: a reconsideration of the evidence , 1993 .

[9]  M. Aoki.  Information, Incentives and Bargaining in the Japanese Economy: A Microtheory of the Japanese Economy , 1988 .

[10]  C. Lindblom.  THE SCIENCE OF MUDDLING THROUGH , 1959 .

[11]  Chris Brewster,et al.  Towards a ‘European’ Model of Human Resource Management , 1995 .

[12]  Chris Brewster,et al.  Flexible Working in Europe: A Review of the Evidence , 1997 .

[13]  J. Barbash.  Like Nature, Industrial Relations Abhors a Vaccum. The Case of the Union-Free Strategy , 1987 .

[14]  John Storey,et al.  Human Resource Management: A Critical Text , 1994 .

[15]  G. Standing,et al.  Globalization, Labour Flexibility and Insecurity: The Era of Market Regulation , 1997 .

[16]  D. Goss,et al.  Principles of Human Resource Management , 1993 .

[17]  S. Jackson,et al.  Linking Competitive Strategies with Human Resource Management Practices , 1987 .

[18]  J. Pfeffer,et al.  Employment Practices in the Dual Economy , 1984 .

[19]  John E. Delery,et al.  Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions , 1996 .

[20]  Mary Anne Devanna,et al.  Strategic Human Resource Management , 1984 .

[21]  Chris Brewster,et al.  Chris Brewster and Ariane Hegewisch (eds.): Policy and Practice in European Human Resource Management. The Price Waterhouse Cranfield Survey , 1994 .

[22]  P. Wright,et al.  Theoretical Perspectives for Strategic Human Resource Management , 1992 .

[23]  Karl–Friedrich Ackermann.  A Contingency Model of HRM-Strategy. Empirical Research Findings Reconsidered , 1987 .

[24]  Mark A. Huselid,et al.  HR as a Source of Shareholder Value: Research and Recommendations , 1997 .

[25]  Thomas A. Mahoney,et al.  Evolution of Concept and Practice in Personnel Administration/Human Resource Management (PA/HRM) , 1986 .

[26]  Henry Mintzberg.  The rise and fall of strategic planning , 1993 .

[27]  M. Porter.  The Competitive Advantage Of Nations , 1990 .

[28]  Randall S. Chuler,et al.  Human resources strategy: Focusing on issues and actions , 1990 .

[29]  J. Storey.  HRM in Action: The Truth is Out at Last , 1992 .

[30]  P. Fairbrother.  Organize and survive: unions and health and safety ‐ a case study of an engineering unionized workforce , 1996 .

[31]  Chris Brewster,et al.  Human resource management in turbulent times: HRM in the Czech Republic , 1995 .

[32]  Thomas A. Kochan,et al.  The Transformation of American Industrial Relations , 1988 .

[33]  T. Jick.  Mixing Qualitative and Quantitative Methods: Triangulation in Action. , 1979 .

[34]  L. Baird,et al.  Meshing human resources planning with strategic business planning: a model approach. , 1983, Personnel.

[35]  Chris Hendry,et al.  Human Resource Management: An Agenda for the 1990's , 1990 .

[36]  T. Kuhn.  The Structure of Scientific Revolutions. Chicago (University of Chicago Press) 1962. , 1962 .

[37]  Mark A. Huselid.  The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[38]  T. Kuhn,et al.  The Structure of Scientific Revolutions. , 1964 .

[39]  C. Brewster,et al.  A comparative analysis of the link between flexibility and HRM strategy , 1996 .

[40]  John Purcell,et al.  Human Resource Management in the Multi-Divisional Company , 1994 .

[41]  Robert D. Behn,et al.  Management by groping along , 1988 .

[42]  T. Kochan,et al.  Human resource management and industrial relations: Text, readings, and cases , 1985 .

[43]  J. McCann.  Strategies for Change: Logical Incrementalism , 1980 .

[44]  Gerald R. Ferris,et al.  Handbook of human resource management , 1995 .

[45]  Stephen J. Carroll,et al.  How strategic is HRM , 1995 .

[46]  Bruce Kogut,et al.  Country Competitiveness: Technology and the Organization of Work. , 1994 .

[47]  John Purcell,et al.  MAPPING MANAGEMENT STYLES IN EMPLOYEE RELATIONS , 1987 .

[48]  D. M. Georgoff,et al.  Harvard Business Review: David M. Georgoff and Robert G. Murdick, manager's guide to forecasting, 64 (Jan-Feb.) (1986) 110-120 , 1988 .

[49]  M. Dertouzos,et al.  Made in America: Regaining the Productive Edge , 1989 .

[50]  C. Brewster,et al.  Human Resource Aspects: Decentralization and Devolution , 1992 .

[51]  James C. Collins,et al.  Built to Last: Successful Habits of Visionary Companies , 1994 .

[52]  Mary Lou Coates,et al.  Managing human resources in the 1990s and beyond : is the workplace being transformed? , 1995 .

[53]  Richard Rose,et al.  Comparing Forms of Comparative Analysis , 1991 .

[54]  Denise M. English,et al.  Levers of Control , 1996 .

[55]  Bengt-Åke Lundvall,et al.  National Systems of Innovation: towards a theory of innovation and interactive learning London: Pint , 1995 .

[56]  T. Keenoy.  HRM: A Case of the Wolf in Sheep′s Clothing? , 1990 .

[57]  Henry Mintzberg.  The Manager's Job: Folklore and Fact. , 1975 .

[58]  S. Snell,et al.  Toward an integrative view of strategic human resource management , 1991 .

[59]  Richard M. Locke,et al.  Employment Relations in a Changing World Economy , 1997 .

[60]  David Guest,et al.  Human Resource Management And The American Dream , 1990 .

[61]  Charles J. McMillan,et al.  The Culture-Free Context of Organization Structure: A Tri-National Comparison , 1974 .

[62]  John Storey.  Developments in the Management of Human Resources , 1988 .

[63]  C. Lengnick-Hall,et al.  Strategic Human Resources Management: A Review of the Literature and a Proposed Typology , 1988 .

[64]  M. Burawoy.  Manufacturing Consent: Changes in the Labor Process Under Monopoly Capitalism , 1982 .

[65]  Arndt Sorge,et al.  Strategic Fit and the Societal Effect: Interpreting Cross-National Comparisons of Technology, Organization and Human Resources , 1991 .

[66]  Human resource strategies , 1992 .

[67]  Paul Marginson,et al.  Beyond the workplace : managing industrial relations in the multi-establishment enterprise , 1988 .

[68]  Luis R. Gomez-Mejia,et al.  Structure and process of diversification, compensation strategy, and firm performance , 1992 .

[69]  Bruce Kogut,et al.  Country Competitiveness: Technology and the Organizing of Work. , 1995 .

[70]  Rüdiger Pieper,et al.  Human resource management : an international comparison , 1990 .

[71]  Thomas A. Kochan,et al.  Is There a New HRM? Contemporary Evidence and Future Directions , 1994 .

[72]  Chris Brewster,et al.  Flexible working in Europe , 1997 .