Strategy, HRM, and Performance : A Contextual Approach

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Strategy, HRM, and Performance: A Contextual Approach
Copyright
Copyright Acknowledgements
	Figures
	Textbox
Acknowledgements
Contents
List of Figures
List of Tables
List of Textboxes
1: Introduction
	a Human resources are more than just resources
	b The HR function is not solely concerned with financial performance
	c HRM focuses on the exchange relationship between employee and employer
	d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value
	1.1 Outline of chapters
2: HRM and strategy
	2.1 Introduction
	2.2 What is strategy?
	2.3 Implications for HRM and performance
		2.3.1 The Role of the Entrepreneur
		2.3.2 Cognitive/Framing Processes
		2.3.3 Incrementalism/Learning
		2.3.4 Power and Resources
		2.3.5 Culture/Ideology
		2.3.6 Environmental and Institutional Forces
	2.4 In search of synthesis
	2.5 Classical strategic approaches in HRM
	2.6 Practical strategic HRM tools
	2.7 HRM and strategy: Lessons learned
	APPENDIX
		A2.1 Value creation: The Kano model
		A2.2 Line of sight
		A2.3 Segmenting the workforce: Frameworks for differentiation
			Quadrant 1 (high value and high uniqueness)
			Quadrant 2 (high value and low uniqueness)
			Quadrant 3 (low value and low uniqueness)
			Quadrant 4 (low value and high uniqueness)
		A2.4 HR value chain: A diagnostic tool
3: The more fits the better
	3.1 Introduction
	3.2 Traditional forms of fit
	3.3 Strategic fit
		3.3.1 Problems With Strategic Fit
		3.3.2 `Best Fit´ in Strategic Hrm as the Winner?
		3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices
		3.3.4 Strategic Capability: Focus on Implementation
		3.3.5 The Role of the HR Function in Achieving Strategic Fit
	3.4 Internal fit: The strength of interaction among HRM practices
	3.5 Organizational fit: Alignment with organizational systems and work systems
	3.6 Environmental fit: Applying an institutional perspective
	3.7 Macro-micro fit: Aligning the organizational and individual level
		3.7.1 The Bath Tub Model
		3.7.2 Signalling Theory
	3.8 Is `fit´ enough?
		3.8.1 Fit and Performance
	3.9 Conclusions
4: HRM in context: An institutional perspective
	4.1 Introduction
	4.2 HRM modelling: Why does context matter?
	4.3 The interaction between HRM and IR
		4.3.1 Constructive Criticism
		4.3.2 The Notion of Strategic Choice
		4.3.3 Different Rationalities
	4.4 Institutionalism and HRM
	4.5 Institutional theory and change
		4.5.1 TOWARDS A SYNTHESIS
	4.6 Summary and conclusion
5: HRM and performance: Achievements and challenges
	5.1 Introduction
	5.2 Achievements to date
	5.3 Challenges in HRM and performance research
		5.3.1 Levels of Analysis
		5.3.2 Causal Order
	5.4 Unravelling the mysteries of the `black box´
		5.4.1 Black Box 1: Context/Societal Level of Analysis
		5.4.2 Black Box 2: Connecting Societal and Organizational Levels of Analysis
		5.4.3 Black Box 3: Connecting Organizational and Individual Levels of Analysis
		5.4.4 Black Box 4: Individual Level of Analysis
		5.4.5 Black Box 5: Connecting The Individual Level To The Organizational Level
	5.5 HPWSs: Balancing performance and well-being?!
		5.5.1 HPWSs
		5.5.2 Mutual Gains or Conflicting Outcomes Perspective
	5.6 Conclusions: Towards a multidimensional perspective on performance
6: The Contextual SHRM Framework
	6.1 Introduction
	6.2 Background to the CBHRT
	6.3 An eclectic approach to building the CBHRT
	6.4 The CBHRT
	6.5 The Contextual SHRM Framework
	6.6 Applying the Contextual SHRM Framework
		6.6.1 TEACHING
		6.6.2 Empirical Research
		6.6.3 Force-Field Analysis/Consultancy
	6.7 Summary and conclusions
	APPENDIX 6.1: EXAMPLE QUESTIONS
		A6.1.1 COMPETITIVE MECHANISMS
		A6.1.2 INSTITUTIONAL MECHANISMS
		A6.1.3 HERITAGE MECHANISMS
		A6.1.4 ORGANIZATIONAL CAPABILITIES
		A6.1.5 LEGITIMACY
		A6.1.6 KEY DECISION-MAKERS
		A6.1.7 LEEWAY/ROOM FOR MANOEUVRE
		A6.1.8 STRATEGIC HRM SYSTEM
		A6.1.9 HRM OUTCOMES
		A6.1.10 PERFORMANCE
7: Contextual SHRM Framework: Organization level
	7.1 Introduction
	7.2 A responsible employer providing economic employment flexibility
	7.3 Heritage mechanisms win prizes: Efteling theme park
	7.4 Influential decision-makers impacting HRM systems
	7.5 Scania
	7.6 PostNL
	7.7 Operating in challenging markets
	7.8 Conclusions
8: Contextual SHRM Framework: Sector level
	8.1 Introduction
	8.2 The Dutch hospital sector
	8.3 Call centres
	8.4 Agriculture
	8.5 Contrasting the IT and metal sectors
	8.6 Conclusions
9: Contextual SHRM Framework: International level
	9.1 Introduction
	9.2 MNCs: Best practice or best fit?
	9.3 Drivers of SHRM systems
	9.4 Examples from high-performing MNCs: A methodology
		9.4.1 IBM: A Best Practice Approach
		9.4.2 IKEA: A Best Fit Approach
	9.5 Summary and conclusions
10: HR professionals: Roles and performance
	10.1 Introduction
	10.2 HR professionals: Changing roles and expectations
	10.3 A critical reflection on the changes in HR roles
	10.4 HR roles in context
	10.5 Summary and conclusions
11: HR delivery and metrics
	11.1 Introduction
	11.2 Centralization versus decentralization: Shared service centres
	11.3 Insourcing versus outsourcing
	11.4 Governance of the HR function
	11.5 Measuring HR effectiveness
	11.6 HR analytics
		11.6.1 Defining Hr Analytics
	11.7 Summary and conclusions
12: Reflections for the future
	12.1 Introduction
	12.2 Core themes
		12.2.1 Context
		12.2.2 Actors
		12.2.3 Balance
	12.3 Looking to the future
		12.3.1 Future of HRM
		12.3.2 Future of The HR Function
	12.4 Final remarks
References
INDEX