the oxford handbook of

HUMAN

RESOURCE

MANAGEMENT

the oxford handbook of......................................................................................................................................................

HUMAN

RESOURCE

MANAGEMENT......................................................................................................................................................

Edited by

PETER BOXALL,

JOHN PURCELL,and

PATRICK WRIGHT

1

3Great Clarendon Street, Oxford ox2 6dp

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Typeset by SPI Publisher Services, Pondicherry, India

Printed in Great Britainon acid free paper by

Biddles Ltd., Kings Lynn, Norfolk

ISBN 978 0 19 928251 7

1 3 5 7 9 10 8 6 4 2

Contents.........................................

List of Figures viii

List of Tables ix

List of Contributors x

1. Human Resource Management: Scope, Analysis, and Significance

Peter Boxall, John Purcell, and Patrick Wright 1

I . F O U N DAT I O N S A N D F R A M E WO R K S

2. The Development of HRM in Historical and InternationalPerspective 19

Bruce E. Kaufman

3. The Goals of HRM 48

Peter Boxall

4. Economics and HRM 68

Damian Grimshaw and Jill Rubery

5. Strategic Management and HRM 88

Mathew R. Allen and Patrick Wright

6. Organization Theory and HRM 108

Tony Watson

7. HRM and the Worker: Towards a New Psychological Contract? 128

David E. Guest

8. HRM and the Worker: Labor Process Perspectives 147

Paul Thompson and Bill Harley

9. HRM and Societal Embeddedness 166

Jaap Paauwe and Paul Boselie

I I . C O R E P R O C E S S E S A N D F U N C T I O N S

10. Work Organization 187

John Cordery and Sharon K. Parker

11. Employment Subsystems and the HR Architecture 210

David Lepak and Scott A. Snell

12. Employee Voice Systems 231

Mick Marchington

13. EEO and the Management of Diversity 251

Ellen Ernst Kossek and Shaun Pichler

14. Recruitment Strategy 273

Marc Orlitzky

15. Selection Decision-Making 300

Neal Schmitt and Brian Kim

16. Training, Development, and Competence 324

Jonathan Winterton

17. Remuneration: Pay Effects at Work 344

James P. Guthrie

18. Performance Management 364

Gary Latham, Lorne M. Sulsky, and Heather MacDonald

I I I . PAT T E R N S A N D D Y N A M I C S

19. HRM Systems and the Problem of Internal Fit 385

Sven Kepes and John E. Delery

20. HRM and Contemporary Manufacturing 405

Rick Delbridge

21. Service Strategies: Marketing, Operations, and HumanResource Practices 428

Rosemary Batt

22. HRM and Knowledge Workers 450

Juani Swart

23. HRM and the New Public Management 469

Stephen Bach and Ian Kessler

24. Multinational Companies and Global Human Resource Strategy 489

William N. Cooke

vi c o n t e n t s

25. Transnational Firms and Cultural Diversity 509

Helen De Cieri

I V. M E A S U R E M E N T A N D O U T C O M E S

26. HRM and Business Performance 533

John Purcell and Nicholas Kinnie

27. Modeling HRM and Performance Linkages 552

Barry Gerhart

28. Family-Friendly, Equal-Opportunity, and High-Involvement 581Management in Britain

Stephen Wood and Lilian M. de Menezes

29. Social Legitimacy of the HRM Profession: A US Perspective 599

Thomas A. Kochan

Index 621

c o n t e n t s v i i

L ist of F igures..................................................................

3.1 The Harvard map of the HRM territory 50

3.2 The goals of HRM: a synthesis 62

7.1 A framework for the analysis of the psychological contract 138

9.1 General framework for analyzing industrial relations issues 172

9.2 Impacts of DiMaggio and Powells three mechanisms on HRM 175

10.1 The organization of a work system 189

11.1 HR architectural perspective 214

11.2 HR architectural perspective and knowledge flows 224

13.1 Goals of EEO and managing workforce diversity policies andpractices 261

14.1 Mediation effects of recruitment on organizational effectiveness 282

14.2 Windolf s typology of recruitment strategies 283

19.1 The different types of internal fit within the HRM architecture 392

22.1 The multiple sources of identity of knowledge workers 461

24.1 An analytical framework 492

26.1 Revised HR causal chain 541

26.2 People management, HRM, and organizational effectiveness 544

L ist of Tables..............................................................

3.1 Predicting HR strategy: two different scenarios despitethe same type of competitive strategy 54

3.2 Market characteristics, competitive dynamics, and HRstrategy in services 60

6.1 The contributions of four strands of organizationtheory to HRM 121

9.1 Strategic responses to institutional processes 176

10.1 A taxonomy of work content characteristics associatedwith different work system archetypes 194

10.2 Recommended job design strategies 197

12.1 Framework for analyzing direct voice 235

12.2 Factors influencing the adoption of voice systems 243

13.1 Definitions of employer objectives of EEO anddiversity strategies 259

13.2 EEO HR practices and organizational effectiveness:representative studies 263

14.1 Summary of previous research investigating the maineffects of recruitment on organizational effectiveness 277

14.2 Summary of previous research investigating contingencyeffects of/on recruitment practices and strategy 284

22.1 Concurrent themes, HR practice impact areas, and key tensions 459

28.1 The provision of family-friendly practices for non-managerialemployees 587

28.2 The provision of equal-opportunity practices fornon-managerial employees 588

28.3 The provision of high-involvement practices fornon-managerial employees 589

L ist of Contributors..............................................................................................

Mathew R. Allen is a doctoral candidate in human resource management at Cornell

University where his research is concerned with the relationship between HR

practices and firm performance among small businesses.

Stephen Bach is Reader in Employment Relations and Management at Kings

College, University of London. His research interests include public sector restruc-

turing and public sector unionism and his publications include Employment

Relations and the Health Service: The Management of Reforms (Routledge).

Rosemary Batt is Professor of Women and Work at the New York State School of

Industrial and Labor Relations, Cornell University. Her research ranges across

high-performance work systems, unions, international and comparative workplace

studies, technology, and work and family issues, and her publications include The

New American Workplace: Transforming Work Systems in the U.S. (ILR Press,

Cornell) with Eileen Appelbaum.

Paul Boselie is an Assistant Professor in Human Resources Studies in the Faculty

of Social and Behavioural Sciences at Tilburg University. His research traverses

human resource management, institutionalism, strategic management, and industrial

relations.

Peter Boxall is Professor in Human Resource Management at the University of

Auckland where he has served as Head of the Department of Management and

Employment Relations and as an Associate Dean. His research is concerned with

the links between HRM and strategic management and with the changing nature of

work and employment systems and he is the co-author of Strategy and Human

Resource Management (Palgrave Macmillan) with John Purcell.

Bill Cooke is a Visiting Professor in the School of Labor and Industrial Relations

at Michigan State University. His research concerns multinational companies and

foreign and global human r