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Strategic Human Resource Management
TLDR
A Framework for Strategic Human Resource Management (M. Tichy, et al. as mentioned in this paper ) is a framework for strategic human resource management with a focus on the external context of human resources management.Abstract:
ENVIRONMENT, STRATEGY, AND ORGANIZATION. The External Context of Human Resource Management (C. Fombrun). The Organizational Context of Strategic Human Resource Management (N. Tichy, et al.). A Framework for Strategic Human Resource Management (M. Devanna, et al.). THE STRATEGIC ROLE OF THE HUMAN RESOURCE SYSTEMS. Strategic Staffing (E. Miller). Strategic Staffing at Chase Manhattan Bank (C. Borucki and A. Lafley). The Appraisal System as a Strategic Control (G. Latham). STRATEGIC ISSUES IN HUMAN RESOURCES MANAGEMENT. Bringing Human Resources into Strategic Planning: Systems Design Considerations (P. Lorange and D. Murphy). Managing Human Resources in a Declining Context (T. Gimore and L. Hirschhorn). Human Resource Policies for the Innovating Organization (J. Galbraith). HUMAN RESOURCES: THE CEO's PERSPECTIVE. An Interview with Reginald Jones and Frank Doyle (C. Fombrun). An Interview with Edson Spencer and Doston Boyle (N. Tichy). References. Index.read more
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The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management
TL;DR: It is demonstrated that concepts from complexity align well with the resource-based view and the RBV is extended, allowing an application of complexity principles at the appropriate level of abstraction in the HR system.
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HRM and Performance: Achievements, Methodological Issues and Prospects
TL;DR: The relationship between HRM and performance has been examined from a variety of perspectives rooted in organizational behaviour, sociology, economics, industrial relations and organizational psychology, with a particular emphasis placed on the impact of various combinations of human resource practices on a range of performance outcomes at the individual and organizational level of analysis.
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Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships
TL;DR: In this article, the authors explore the interrelationships between corporate governance (CG) and corporate social responsibility (CSR), by reviewing the literature and surveying various postulations on offer; empirically, by investigating the conception and interpretation of this relationship in the context of a sample of firms operating in Lebanon.
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Strategic Human Resources Management: A Review of the Literature and a Proposed Typology
TL;DR: In this paper, the authors present a typology that posits a reciprocal interdependence between a firm's business strategy and its human resources strategy Implications for research and practice are discussed.
Journal ArticleDOI
Perceptions of Organizational Readiness for Change: Factors Related to Employees' Reactions to the Implementation of Team-Based Selling
TL;DR: In this paper, the authors examined employees' perception of their organization's readiness for large-scale change in two divisions of a national sales organization transitioning to work teams and found that individual attitudes and preferences, work group and job attitudes, and contextual variables were important in understanding readiness for change.
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