INTRODUCTION ......... 238 The Need jor Understanding Hwnan Resource Management (HRM) in Context ... 238 Theoretical Perspectives Relevant to Understanding HRM in Context 238 REVIEW OF EMPIRICAL RESEARCH 244 HRM and the Internal Contexts of Organizations .... . . . . . . . . . . . . . . . . . . . . 244 HRM and the External Contexts oj Organizations 248 AN INTEGRATIVE PERSPECTIVE FOR RESEARCH ON HRM IN CONTEXT . . . . . . . . . . . . . . 253 Theory-Driven Research 255 Methodological Issues 256

Understanding human resource management in the context of organizations and their environments

Excerpt] "Technology in employee selection is more highly developed than in recruiting or placement; therefore, the major emphasis is on selection Recruiting or placement are not less important processes; to the contrary, they probably are more vital and more profitable to the organization. An organization's success in recruiting defines the applicant population with which it will work; selection is more pleasant, if not easier, when any restriction of range or skewness of distribution is attributable to an overabundance of well-qualified applicants... Unfortunately,the contributions and confusions of the literature, the central social pressures, and the facts of contemporary practice conspire to place the emphasis on selection" (pp. 777779)

Recruitment, Job Choice, and Post-Hire Consequences: A Call For New Research Directions

HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in personnel management, industrial relations, and industrial psychology. People management and high performance teams have become key functions and goals for managers at all levels in organisations. The Oxford Handbook of Human Resource Management brings together leading scholars from around the world, and from a range of disciplines, to provide an authoritative account of current trends and developments. The book is divided into four parts: 1. Foundations and frameworks; 2. Core processes and functions; 3. Patterns and dynamics; 4. Measurement and outcomes. Overall it provides an essential resource for anybody who wants to get to grips with current thinking, research and development on HRM.

Oxford Handbook of Human Resource Management, The

Labor shortages, which are predicted to last into the next century, are expected to increase the importance of applicant attraction for organizations. Unfortunately, previous research has provided little unified theory or operational guidance for organizations that are confronted with such difficulties. In part, this is because much research has been framed from the applicant's, rather than the organization's, perspective. In addition, attraction-related theories and research are scattered across a variety of literatures, and often are identified with other topics (e.g., wage, motivation, or discrimination theories). Drawing on multiple literatures, this article develops a model of applicant attraction from the organization's perspective, which (a) outlines three strategies for enhancing applicant attraction, (b) proposes categories of contingency factors that are expected to affect the choice (and potential effectiveness) of alternative strategies, (c) suggests probable interrelationships among the strat...

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Applicant Attraction Strategies: An Organizational Perspective

Emphasizing that both general job availability and individual attributes determine actual ease of movement in the job market, I propose a voluntary turnover model that combines aspects of signaling...

Interactions Among Actual Ease-of-Movement Determinants and Job Satisfaction in the Prediction of Voluntary Turnover

This study of employer hiring practices is one of a series of analyses of the San Francisco Bay Area labor market undertaken by the Institute of Industrial Relations of the University of California, Berkeley. (Author's abstract courtesy EBSCO.)

Recruiting Patterns and the Functioning of Labor Markets

The extent to which the generally increasing rationalization of personnel practice has affected the hiring function and, therefore, patterns of labor mobility in local labor markets is the subject of this article. The study is one of several investigations of various aspects of the San Francisco Bay Area labor market conducted by the Institute of Industrial Relations, University of California, Berkeley. (Author's abstract courtesy EBSCO.)

Hiring Procedures and Selection Standards in the San Francisco Bay Area

The concept of "noncompeting groups"--for example, discrete dusters of occupations, such as manual labor, skilled mechanics, business executives, professionals, and the like, among which movement of individual workers is extremely limited--occupies a prominent role in wage and employment theory In analyses of the labor force, these groups are usually designated as socioeconomic classes The study here presented examines mobility of individuals among these groups in terms of the relation between father's occupation and the career pattern of sons Since educational attainment is perhaps the most important factor differentiating individuals in the various groups, the relation between father's occupational level and the educational level reached by sons is also analyzed (Author's abstract courtesy EBSCO)

F. Theodore Malm

Papers

Recruiting Patterns and the Functioning of Labor Markets

Hiring Procedures and Selection Standards in the San Francisco Bay Area

Social origins and occupational career patterns

First Jobs and Career Patterns1