Drawing on a wide range of organizational examples, this book
brings a new balance to assessing the role and impact of HRM. It
looks at the core assumptions of an HRM perspective, and at what
happens when organizations seek to implement HRM. The contributors
show that there are a number of tensions and contradictions
inherent in an HRM concept that raise central issues for practice.
They demonstrate that HRM is one approach to employee management
that will tend to prevail in certain contexts and conditions rather
than universally. Specific themes include: HRM and competitive
success; organizational culture and HRM; HRM, flexibility and
decentralization; reward management and HRM; HRM, Just-in-Time
manufacturing and new technology; HRM and trade unions; HRM as the
management of managerial meaning.
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