Do human resource management practices actually work? This timely and engaging volume examines the links between people management practices and organizational performance. Focusing on the implementation and impact of HR strategies, the book puts forward a model, which draws attention to:
- The importance of the culture and values of the organization
- The needs of professional knowledge workers
- The links between human resources and performance
People Management and Performance takes a critical view of how and why HR practices have had a positive impact on a range of organizations and also considers the implications for theory and practice. Incorporating case studies from well known organizations, such as Nationwide and Selfridges, this book will be of interest to graduate students of HRM and business and management, as well as practitioners working in the field.
Table of Contents
1. Understanding the Link Between People Management and Organisational Performance 2. Culture and Values 3. Intended HR Practices 4. Bringing Practices to Life: The Vital Role of Front Line Managers 5. Employees’ Perceptions, Attitudes and Discretionary Behaviour 6. HR Architecture and Employment Sub-Systems: Practices and Perceptions 7. People and Performance in Professional Knowledge Intensive Organisations 8. Analysing the Links Between People Management and Organisational Performance: The Case of Nationwide Building Society 9. Implications for the Development of Theory and Practice
John Purcell is Strategic Academic Adviser at Acas and Research Professor at the Industrial Relations Research Unit, Warwick Business School.
Nicholas Kinnie is Reader in Human Resource Management at the School of Management, University of Bath.
Juani Swart is a Senior Lecturer in Organizational Studies at the School of Management, University of Bath.
Bruce Rayton lectures in Business Economics and Strategy at the School of Management, University of Bath.
Sue Hutchinson is Principal Lecturer in HRM at the University of West of England Business School.