The Oxford Handbook of Contextual Approaches to Human Resource Management

Cover\nThe Oxford Handbook of CONTEXTUAL APPROACHES TO HUMAN RESOURCE MANAGEMENT\nCopyright\nContents\nAbout the Editors\nList of Contributors\nChapter 1: Contextual Approaches to Human Resource Management: An Introduction\n	The Origins of This Handbook\n	Context and Human Resource  Management Research\n	The Shape of the Handbook\n		Theoretical and Conceptual Lenses\n		Regional and Cultural Clusters\n		Sector and Organizational Influences\n		The Functional Context and Activities\n	Acknowledgments\n	References\nSection 1: THEORETICAL AND CONCEPTUAL LENSES\n	Chapter 2: The Cultural Lens\n		Defining and Measuring Culture\n		Models of Culture\n			Kluckhohn and Strodtbeck’s Framework\n			Hall’s Framework\n			Hofstede’s Framework\n			Trompenaars’s Framework\n			Schwartz’s Framework\n			Global Leadership and Organizational Behavior Effectiveness Framework\n			Gelfand’s Framework of Tightness–Looseness\n		Culture and Human Resource Management Practices\n			Recruitment and Selection\n			Performance Management and Performance Appraisal\n			Training and Development\n			Compensation\n			Flexible Work Arrangements\n			Diversity Management\n			High-PerformanceWork Systems\n		Conclusion and Practical Implications\n		Suggestions for Future Research\n		References\n	Chapter 3: Institutional Approaches to Examining the Influence of Contexton Human Resource  Management\n		Institutions and Organizations\n		Three Institutional Approaches: Assumptions, Characteristics, and Empirical Results\n			The “Varieties” Approach\n			Historical Institutionalism\n			The Regulationist Approach\n		Conclusion\n		References\n	Chapter 4: Critical Contextualized Studies of Human Resource Management\n		Human Resource Management Critique—from Antiperformativity to Engaged Scholarship\n		Engaging Critique?\n		Contextualizing an Engaged Human Resource Management Critique?\n		Human Resource Management and Institutionalization in Specific Organizational Contexts\n		Clashing Institutional Logics in Professional Service Firms\n		Achieving License to Operate across  Differing Logics\n		Lessons from Institutional Logics Analysis in Human Resource Management Research\n		Human Resource Management and Diversity Management in the Organizational Context\n		The Interconnectedness of Human Resource Management Diversity Practices and the Organization of Work (Case Study)\n		Lessons from Contextualized Human Resource Management Research on Diversity Management\n		Contextualization of Critique: Bringing the Work Organization Back In\n		Meditation as Stress Prevention in the Danish Probation Services (Case Study)\n		From Generic Identities to Specific Work Roles\n		From Powerful to Powerless Management\n		Lessons from “Bringing Work Back in” to Human Resource Management Critique\n		Concluding Discussion: Engaged Criticism of Human Resource Management Practices in Contextualized Organization Studies\n		References\n	Chapter 5: The Performance Lens: The Public-Sector Case\n		The Harvard Model\n			Human Resource Management and Performance: Insights from Public Administration Literature\n			Situational Factors\n			Insights from Recent Developments in the Human Resource Management Literature: The Human Resource Management Process Model\n		What We Already Know: Empirical Findings\n		Conclusion\n		References\n	Chapter 6: Human Resource Management in Emerging Markets: Theoretical Perspectives for Understanding Contexts\n		The Institutional Theory Approach\n		Institutional Perspectives, Labor Markets, and Human Resource Management\n		Dynamic Institutional Contexts\n		The Cross-CulturalApproach\n		The Social Capital Approach\n		The Emergent Market Multinational Company Approach\n		Country-of-OriginApproach\n		An Afro-AsianEmerging Market Approach\n		The Post-colonialAnalytic Approach\n		Resource-BasedView\n		Hybrid Models of Human Resource Management\n		Conclusion\n		Acknowledgments\n		References\n	Chapter 7: The Context of Terrorism for Managing People in Multinational Enterprises: Toward a Human Resource Management Terrorism-Response Theory\n		Terrorism and Multinational Enterprise Employees\n			Characteristics of Terrorism\n				Dimensions of Terrorism\n					Levels of Terrorism\n			Multinational Enterprise Employees Affected\n		Research on Responses to Terrorism\n			Individual Response\n			Organizational Response\n		Toward a Theory of Human Resource Management Terrorism Response\n			Purely Domestic Response\n			Coordinated Domestic Response\n			Coordinated Global Response\n			Global Response\n		Discussion\n			Implications for Future Research\n			Practical Implications\n		References\nSection 2: REGIONAL AND CULTURAL CLUSTERS\n	Chapter 8: Human Resource Management in the Anglo-Saxon Countries\n		The Institutional Perspective\n		The Anglo-SaxonCountries and Human Resource Management\n		Differences within the Anglo-Saxon category\n		Variations between the Anglo-Saxon Nations in Human Resource Management\n		Conclusion\n		References\n	Chapter 9: Human Resource Management in the Germanic Context\n		The Cultural Context of the  Germanic Cluster\n		The Economic, Institutional, and  Demographic Context of the Germanic Cluster\n			Austria’s Economic Context: Governance and Business Structure\n			Austria’s Institutional Context: Employment Legislation and Collective Bargaining\n			Austria’s Institutional Context: General Education and Vocational Education and Training\n			Austria’s Demographic Context: Growing, but Aging Population\n			Germany’s Economic Context: Governance and Business Structure\n			Germany’s Institutional Context: Employment Legislation and Collective Bargaining\n			Germany’s Institutional Context: General Education and Vocational Education and Training\n			Germany’s Demographic Context: Aging and Shrinking Labor Force\n			The Swiss Context: Political Structure and Critical Contextual Aspects for HRM\n			Switzerland’s Economic Context: Governance and Business Structure\n			Switzerland’s Institutional Context: Employment Legislation and Collective Bargaining\n			Switzerland’s Institutional Context: General Education and Vocational Education and Training\n			Switzerland’s Demographic Context: Aging and Shrinking Labor Force\n			The Netherland’s Economic Context: Governance and Business Structure\n			The Netherland’s Institutional Context: Employment Legislation and Collective Bargaining\n			The Netherland’s Institutional Context: General Education and Vocational Education and Training\n			The Netherland’s Demographic Context: Growing Population Resulting from Migration\n		Human Resource Management and  Strategic Integration—on Becoming a Strategic Partner\n			Strategic Orientation and Strategic Integration of Human Resource Management\n			Brief Discussion of Strategic Integration of Human Resource Management in Germanic Europe\n		Developmental Human Resource Management Practices\n			Career Development Practices\n			High-PotentialSchemes\n			Performance Appraisal Systems\n		Conclusion\n		References\n	Chapter 10: Human Resource Management in the Nordic Context\n		The Nordic Social Model and the Human Resource Management Ideology\n		The Individual Nordic Countries\n			Denmark\n			Finland\n			Iceland\n			Norway\n			Sweden\n		Human Resource Management Differences and Similarities in the Nordic Countries\n			Human Resource Management Status, Role, and Professionalism\n			Compensation and Incentives\n			Employee Relations and Communication\n		Discussion—What Can We Learn from Studying Human Resource Management in a Nordic Context?\n		Conclusion\n		Acknowledgments\n		References\n	Chapter 11: Human Resource Management in the Postsocialist Region of Central and Eastern Europe\n		The Evolution of Human Resource Management in the Central and Eastern Europe Region\n			The Socialist Period\n			The Transition Period\n			Contemporary Developments\n		Key Contextual Determinants of Commonalities and Differences in Human Resource Management among Central and Eastern European Countries\n		Organizational-Level Empirical Evidence on Selected Aspects of Human Resource Management in the Central and Eastern European Context\n		Conclusion\n		References\n	Chapter 12: Human Resource Management in the Latin European Context\n		Latin Countries: A Complex Reality\n		A Latin European Welfare State Model\n		Characteristics of the Labor Market in Latin Europe\n		Human Resource Management: Is There a Latin European Model?\n		Role of the Human Resource Management Department\n			Academic Specialty of Human Resource Management Managers\n			Existence of Human Resource Management Strategy\n			Implementation of Human Resource Management Strategy\n		Role of Unions\n		Union Role in Employee Communication\n		Trade Union Role in Setting Wages\n		Training and Development\n		Conclusion\n		References\n	Chapter 13: Human Resource Management and Industrial Relations in the Latin American Context\n		Background and Context\n		Economic and Labor Market Features of Brazil, Argentina, Uruguay, Paraguay, and Chile\n		Labor Regulation, Union Role, and Collective Bargaining in Selected Latin American Countries: Hierarchical Market Models in Turmoil?\n		Latin America: Evidence of Divergence and Convergence\n		Conclusion\n		References\n	Chapter 14: Human Resource Management in the African Context\n		Research Context\n		Labor Markets and the Human Resource Management Function in Africa\n		Diversity and Inclusion in Africa\n		Adoption of Human Resource Management Practices\n		Afro-Asian Influences, Culture, and Human Resource Management Practices in Africa\n		Employment and Industrial Relations\n		Conclusion\n		References\n	Chapter 15: Human Resource Management in the Middle East\n		Human Resource Management in the Middle East: Does Context Matter?\n		Institutional Perspective of Human Resource Management\n		National Business System\n			Centralization, Coordination, and Control Systems\n			Education and Training Systems\n		The Cultural Perspective\n		Human Resource Management in the Middle East: A Look to the Future\n		Conclusion\n		References\n	Chapter 16: Human Resource Management in Asia\n		Characteristics of Human Resource Management in Asian  Countries\n			Institutional and Economic Reforms as the Driving Force for Changes in Human Resource Management\n			Continuing Distinctiveness of Human Resource Management Systems in Asia\n			The Influence of Societal Cultural Values in Workplace Behavior in Asia\n			Gender Inequality\n			Variations of Human Resource Management across  Ownership Forms in Asia\n			Key Challenges to Human Resource Management in Asia\n		Most Researched Aspects of Human Resource Management in Asian Countries\n		Future Research Avenues\n			Recruitment and Selection\n			Training and Development\n			Financial Reward\n			Performance Management and Employee Well-Being\n			Diversity Management\n		Conclusion\n		References\n	Chapter 17: Convergence in Human Resource  Management\n		An Effort Worthwhile? Putting Convergence into Context\n		An Unknown Beast? Historical Roots and Multidisciplinary Background\n		And What Exactly Is It? Constitutive Elements of Convergence Analyses\n			Conceptualization and Measurement of Convergence\n			Unit of Analysis and Comparison Reference Point\n			Time Span Covered\n			Explanations and Mechanisms\n		Anything out There? Conceptual and Empirical Evidence of Convergence (or Not) in Human Resource Management\n			Conceptual Reasoning\n			Empirical Evidence\n				Individual-LevelStudies\n			Organizational-LevelStudies\n				Human Resource Management of Multinational Companies versus Indigenous Companies\n				Human Resource Management of Multinational Companies and the Wider Local Context\n				Regional and Sectoral Studies\n				Country-LevelStudies\n					Single-CountryStudies\n					Two-CountryComparisons\n					Multicountry Comparisons\n						Cross-sectional\n						Longitudinal\n					Comparison to Ideal-Typical “Western/US Ideal Human Resource Management”\n		What Does It All Mean? Taking Stock and Looking at the Future of Human Research Management Convergence Research\n		References\nSection 3: SECTOR AND ORGANIZATIONAL INFLUENCES\n	Chapter 18: Human Resource Management in the Multinational Context\n		Recent Developments in Human Resource Management\n		Multinational Enterprises as a Research Context\n		Human Resource Management in Multinational Enterprises: A Brief General Overview\n		Human Resource Management in Multinational Enterprises Operating in Asian Developing Countries: A Focus on the Configuration Process of Human Resource Management Systems at the Subsidiary Level\n		Directions for Future Research\n		Conclusion\n		References\n	Chapter 19: Human Resource Management ina Public-Sector Context\n		Contextual Approach and Public-Sector Organizations\n		Public Service Performance, Employee Outcomes, and Public-SectorHuman Resource Management Practices\n		Public Service Performance and Employee Outcomes: The Concepts\n		Outcomes and Human Resource Management Practices in a Public-Sector Context\n		Managerial Autonomy\n		Employees’ Public Service Motivation and Red Tape Perceptions\n			Public Service Motivation, Red Tape, and Performance\n			Public Service Motivation, Red Tape, and Employee Outcomes\n		Conclusion\n		References\n	Chapter 20: Human Resource Management in the Not-for-Profit Sector\n		Comparing Human Resource Management Practice in the Not-For-Profit Sector with That in the Public and Private Sectors\n		Managing Employees\n		Pay and Benefits\n		Communication\n		Has Human Resource Management in the Not-For-ProfitSector Changed?\n		Conclusion\n		References\n	Chapter 21: Human Resource Management in the Family Business Context\n		The Family Business Context and Theorizations around It\n			The Resource-BasedView of the Firm\n			Institutional Perspectives\n			The Stakeholder Theory Perspective\n		Empirical Evidence\n			Institutional Demographics: Country and Firm Type\n			Firm Type, Human Resource Management, and the Resource-Based View\n			Employees as Intrinsic Stakeholders\n			The Role of Institutions\n		Conclusion\n		References\n	Chapter 22: Human Resource Management with in aTrade Union Context\n		Trade Unions—Definitions, Structures, Functions, Objectives\n			Trade Union Structures\n			Trends (2004–15)\n			The Importance of Studying Trade Unions: How They May Influence Human Resource Management\n			Collective Bargaining\n				Scope\n				Coverage\n			Conclusion\n			References\nSection 4: THE FUNCTIONAL CONTEXT AND ACTIVITIES\n	Chapter 23: Individual-Level Rewards and Appraisal: The Influence of Context\n		The Rise of Individual-Level Rewards and Appraisal as Core Human Resource Management Practices\n		The Universalistic Assumption in US Research\n		Context\n			Comparative Capitalisms\n			Firm Autonomy\n		The Impact of Context on Individual Rewards and Performance Appraisals\n			Informal Institutions\n			Informal and Formal Institutions\n			Formal Institutions\n			Formal versus Informal Institutions versus Agency\n		Conclusion\n		References\n	Chapter 24: Human Resource Development\n		Defining Human Resource Development\n		Identifying Human Resource Development Stakeholders\n		A Multilevel Perspective on Human Resource Development\n		Human Resource Development at the Macro Level\n		Human Resource Development at the Organizational Level\n		Micro Level: Individual Human Resource Development\n		Evidence on Human Resource Development from the Cranet Survey\n		Identifying Human Resource Development Needs\n		Human Resource Development Activity\n		Assessing the Effectiveness of Human Resource Development Investment\n		Conclusion\n		References\n	Chapter 25: Well-Being in Industrialized Economies and the Case for Firms ’Investment in Employee Learning\n		What Is the Relationship between Learning and Well-Being?\n			Eudaemonic Well-Being\n			Hedonic Well-Being\n		Well-Being as a Challenger to Economic Measures of How Well We Are Doing\n		An Alternative View: Quality of Working Life\n		What Does the Evidence Tell Us about the Relationship between Workplace Learning and Workplace Productivity?\n		Conclusion\n		References\n	Chapter 26: The Diversity Context of Human Resource Management\n		Evolution of Diversity Management\n		Managing Diversity: Models of Diversity Management Processes\n		Understanding Diversity: Theories and Frameworks\n			Strategic Management and Strategic Human Resource Management\n			The Stakeholder Approach\n			Social Categorization\n			Social Identity Theory\n		Influences on Diversity Management: National and International Levels\n		Diversity in Diversity Management: Recruitment Action Programs and Flexible Work Arrangements\n		Conclusion\n		References\n	Chapter 27: Human Resource Management Outsourcing\n		Why Do Companies Outsource?\n			Empirical Findings\n			Theoretical Background\n		Outcomes of Outsourcing\n			Outsourcing of Core versus Noncore Activities\n			Performance Outcomes of Outsourcing\n		Outcomes for the Human Resource Management Department\n		How Prevalent Is Human Resource Management Outsourcing?\n			Cranet Data Background\n			Cranet Results\n			Conclusion\n			References\n	Chapter 28: The Profile of the  Human Resource  Management Director: One Size Fits All?\n		Competencies of Human Resource Management Professionals\n		Competencies and the Profile of the Human Resource Management Director\n			Education\n			Experience\n			Personal Attributes\n			Gender\n		Factors Influencing the Competencies and the Profile of the Human Resource Management Director\n			External Environment\n			Internal Environment\n			Human Resource Management Function: Strategic Integration and Human Resource Management Devolution\n		The Profile of the Human Resource  Management Director: Empirical Results\n		External Environment and the Profile of a Human Resource Management Director\n		Internal Environment and the Profile of the Human Resource Management Director\n		The Human Resource Management Function and the Profile of the Human Resource Management Director\n		Profile of the Human Resource Management Director and Organizational Outcomes\n		Conclusion\n		References\n	Chapter 29: Is the Human Resource Management Department Becoming More Strategic?: Exploring the Latest Global Evidence\n		Why Does It Matter whether the Human Resource Management Department Is Strategic?\n		How the Human Resource Management Department’s Strategic Role Has  Developed over Time\n		Contemporary Challenges Facing a More Strategic Human Resource Management Department\n		How the Human Resource Management Department’s Strategic Role Varies by  Context\n		Empirical Evidence\n		Conclusion\n		References\nIndex