contents · deﬁning human resource management 1 ... the role of hrm in improving strategic...

Contents

List of boxes, figures and tables viii

Introduction xi

Acknowledgements xv

1 The goals of human resource management 1Defining human resource management 1What are the goals of HRM? 11Strategic tensions and problems in HRM 24Summary and structure of the book 34

Part 1 Connecting strategy and human resourcemanagement

2 Strategy and the process of strategic management 39Strategic problems and the strategies of firms 39The process of strategic management 50The role of HRM in improving strategic management processes 56Conclusions 61

3 Strategic HRM: ‘best fit’ or ‘best practice’? 63Defining strategic HRM and HR strategy 64Strategic HRM: the best-fit school 69Strategic HRM: the best-practice school 85Conclusions 94

4 Strategic HRM and sustained competitive advantage 97The resource-based view of the firm: origins and assumptions 97Resources and barriers to imitation 100

v

Copyrighted material – 9780230579354


Competencies, ‘table stakes’ and dynamic learning 106HR strategy, competitive parity and sustained advantage 112Conclusions 120

Part 2 Managing work and people: searching for generalprinciples

5 Work systems and the changing economics of production 125Work systems in manufacturing 127Globalisation, market reform and production offshoring 141Work systems in services and the public sector 146Conclusions 156

6 Managing employee voice 159The contested nature and changing contours of employee voice 160What are the impacts of employee voice systems? 178Management style in employee relations 182Conclusions 185

7 Managing individual employment relationships 188The performance equation 189Managing employee ability 193Managing employee motivation 202Conclusions 225

8 Linking HR systems to organisational performance 228HR systems and organisational patterns in HR strategy 228The ‘black box’ problem: links between HRM and performance 243Conclusions 253

Part 3 Managing people in dynamic and complexbusiness contexts

9 Human resource strategy and the dynamicsof industry-based competition 257Industry dynamics: cycles of stability and change 258HR strategy and industry dynamics 263Conclusions 278

10 Human resource strategy in multidivisional andmultinational firms 280Structure, control and HRM in multidivisional firms 282Strategy and HRM in multinational firms 290The HR implications of mergers and acquisitions 299Conclusions 304

vi Contents



11 Conclusions and implications 307The main themes of this book 307Can strategic planning be a valuable resource in the firm? 316The design of HR planning processes 318Seeking integration: HR planning and the new management

accounting 324Conclusions 336

References 338

Author index 371

Subject index 380

Contents vii



1The goals of human resource

management

Our mission in this book is to examine the ways in which human resourcemanagement (HRM) is critical to organisational success. We are interestedin how HRM affects the fundamental viability and relative performance oforganisations. The logical place to begin is with the analysis of management’sgoals in HRM. What is management trying to achieve in organising work andemploying people? What sort of motives underpin human resource manage-ment? This is the question we pose and seek to answer in this first chapter. Thechapter begins by defining the key characteristics of HRM. We then identifyand examine the principal goals or motives that can be discerned in manage-ment’s HRM activities. This leads into a discussion of the strategic tensionsand problems that management faces in pursuing these goals. We concludewith a summary and an outline of what lies ahead in the book.

Defining human resource management

HRM refers to all those activities associated with the management of work andpeople in organisations. In this book, related terms such as ‘employee rela-tions’, ‘labour management’ and ‘people management’ are used as synonymsfor HRM. While there have been debates over the meaning of HRM since theterm came into vogue in the 1980s, it has become the most widely recognisedterm in the English-speaking world referring to the activities of managementin organising work and employing people. The term is not restricted to orga-nizations in the Anglo-American sphere: it is also popular in the Francophoneand Hispanic worlds, among others.

1



We do not wish to use the term loosely, however. Definitions are important.They should not be rushed or glossed over because they indicate the intellec-tual terrain that is being addressed. They suggest the relevant ‘problematics’of the field – that is, they suggest what needs to be discussed and explained.Before proceeding, our definition will be clarified and elaborated.

HRM: an inevitable process in organisations

Let’s suppose you are a self-employed individual running your own small busi-ness. The business, however, is starting to take off. You have more orders fromclients than you can cope with. You have some capital and your bank manager,who likes your financial performance so far and thinks you are a good risk, isprepared to lend you some more. The minute you decide you want to hireyour first employee, you are engaged in the initial stages of human resourcemanagement. You are moving from a situation in which self-employment andself-management has been everything to one in which the employment andmanagement of others will also be critical. Your ideas may not be well shapedat this stage but as you start to think more seriously about what kind of helpyou need and take some steps to make it happen (for example, by networkingamong talented friends or advertising the job on the internet), you are enteringthe world of HRM. Once someone has actually joined you as an employee, youhave really begun the process of HRM in earnest. You have started to expandyour business in the anticipation of improving its potential and, if you wish tosurvive, with the intention of making money through employing the talents ofother people. You have embarked on a process that brings opportunity at thesame time as it creates a whole new world of problems for you. (For example:How are you going to involve this person in decision making? What will youdo if they are not much good at the job and coping with them turns out to bevery time-consuming? If they are good at it, how will you keep up with theirincome and career aspirations?)

This simple illustration underlines the fact that it is virtually impossible togrow businesses (and, for that matter, any kind of formal organization) with-out employing people. HRM is a process that accompanies the expansion oforganisations: it is a correlate of entrepreneurial success and organisationalgrowth. One of the key metrics commonly used to measure the size oforganisations is the number of people employed. The world’s largest com-pany by revenue in 2009 – Royal Dutch Shell – employs 102,000 people.1

1 http://money.cnn.com/magazines/fortune/global500/2009/snapshots/6388.html, accessed20/5/10.

2 Strategy and HRM



The third largest company by revenue in 2009, Wal-Mart Stores, employsaround 2.1 million people.2 These differences in employee numbers say some-thing about the difference between oil production and retail organisations interms of technological intensity (the oil industry requires huge capital invest-ments while supermarkets remain relatively labour intensive) but both of theseorganisations need large numbers of people to do what they do. In the publicsector, workforces can also be very large. The British national health service,for example, employs 1.4 million people.3

The idea that we might need to justify the process of HRM in organisationsis, thus, rather absurd. We may well wish to analyse the effectiveness of afirm’s approach to HRM and make some changes but we inevitably comeback to some kind of ‘human resourcing’ process (Watson 2005). You simplycannot grow and maintain organisations without at least some employmentof other people. Longstanding firms may go through periods in which theyneed to lay off people – possibly very large numbers of people – to improvetheir cost structure but hardly any business will survive unless it is employ-ing at least some people on a regular basis. If everyone is laid off and theirfinal entitlements paid to them, the process of HRM will cease – but so willthe firm.4

HRM: managing work and people

Our conception of HRM covers the policies and practices used to organisework and to employ people. In other words, HRM encompasses the man-agement of work and the management of people to do the work. Workpolicies and practices are to do with the way the work itself is organ-ised. This includes its fundamental structure, which can range from low-discretion jobs where supervisors exercise a high level of control through tohighly autonomous jobs where individuals largely supervise themselves. Italso includes any associated opportunities to engage in problem-solving andchange management regarding work processes (for example, through qualitycircles or team meetings). Employment policies and practices, on the otherhand, are concerned with how firms try to hire and manage people. Theyinclude management activities in recruiting, selecting, deploying, motivating,

2 http://money.cnn.com/magazines/fortune/global500/2009/snapshots/2255.html, accessed20/5/10.3 http://www.ic.nhs.uk/statistics-and-data-collections/workforce/nhs-staff-numbers/nhs-staff-1999--2009-overview, accessed 20/5/10.4 Except in the case of ‘shell companies’ which are defunct but may be revived whensomeone acquires the rights to the name and decides to use them.

The goals of HRM 3



appraising, training, developing and retaining individual employees. In addi-tion, they include processes for informing, consulting and negotiating withindividuals and groups and activities associated with disciplining employ-ees, terminating their contracts and downsizing entire workforces. As thismakes apparent, the management of work and people includes both individ-ual and collective dimensions. People are managed through employing andrelating to them as individuals and also through relating to them in largergroups.

HRM: involving line and specialist managers

Given this wide remit, it should be obvious that HRM can never be theexclusive property of HR specialists. As an essential organisational process,HRM is as an aspect of all management jobs. All firms have ‘workforcestrategies’ (Huselid, Becker and Beatty 2005), whether or not they have spe-cialist HR people on their staff. Line managers – those who directly superviseemployees engaged in the operations of the firm – are intimately involved,usually hiring people in their team and almost always held directly account-able for the performance of that team. In larger organisations, there maybe permanent in-house HR specialists contributing specialist skills in suchtechnical aspects of HRM as the design of selection processes, the forma-tion of Equal Employment Opportunity (EEO) policies, the conduct ofcollective employment negotiations, and training needs’ analysis. There mayalso be specialist HR consultants contracted to provide such important ser-vices as executive search, and assistance with major reformulations of salarystructure and performance incentives. In the UK, the Personnel Manager’sYearbook lists 90,000 HR specialists working in 13,000 organisations.5 Inthe USA, there are more than 250,000 members of the Society for HumanResource Management, making this organisation the world’s largest volun-tary association of HR specialists.6 These figures underline the importanceof this kind of work in advanced economies. All specialists, however, areengaged in ‘selling’ their services to other managers (senior, middle andfirst-line), in working together with other members of the managementteam to achieve the desired results. In this book, the acronym ‘HRM’ istherefore used to refer to the totality of the firm’s management of workand people and not simply to those aspects where HR specialists areinvolved.

5 http://www.wlrstore.com/apinfo/personnel-managers-yearbook.aspx, accessed 20/5/10.6 http://www.shrm.org/about/pages/default.aspx, accessed 20/5/10.

4 Strategy and HRM



HRM: building individual and workforce performance

HRM can usefully be understood as a set of activities aimed at building indi-vidual and workforce performance. On the level of individual performance,HRM consists of managerial attempts to influence individual ability (A), moti-vation (M), and the opportunity to perform (O). If managers want to enhanceindividual performance, they need to influence these three variables positively(Blumberg and Pringle 1982, Campbell, McCloy, Oppler and Sager 1993). Thisis true in any model of HRM, whether we are talking of one in which employ-ees have relatively basic skills (such as fast-food services) or very advancedqualifications (such as brain surgery). Using mathematical notation:

P = f(A,M,O)

In other words, individuals perform when they have:

• the ability (A) to perform (they can do the job because they possess thenecessary knowledge, skills and aptitudes);

• the motivation (M) to perform (they will do the job because they feeladequately interested and incentivised); and

• the opportunity (O) to perform (their work structure and its environmentprovides the necessary support and avenues for expression).

The AMO framework is depicted in Figure 1.1. We should note here that itis not only HRM that affects the AMO variables. Employees are motivated andenabled not only through incentives (such as pay and promotion) and workprocesses (such as supervisory help and co-worker support) but also throughthe wider organisational environment, including such things as the quality ofinformation systems and the level of funding available. It is easier to perform

HRM: workand

employmentpolicies andpractices Individual:

• Ability • Motivation• Opportunity

to perform

Individualperformance

outcomesRelatedmanagementinvestmentsand policychoices

Figure 1.1 The AMO model of individual performance

The goals of HRM 5



when a firm is financially successful and management decides to plough itswealth back into new technologies and better staffing budgets.

The mathematical shorthand we use here, P = f(A,M,O), is not meant tobe mystifying or off-putting. It is simply a useful way of indicating that noone knows the precise relationships among ability, motivation and opportu-nity. There is no exact formula here but we do know that all three factors areinvolved in creating employee performance. Good ability alone will not bringperformance: the worker must want to apply it. Similarly, motivated workerswith good abilities cannot achieve much if critical resources or organisationalsupport are lacking. The AMO framework is something that we will refer toregularly, and develop in a more sophisticated way, in this book.

The managerial effort in human resource management, however, is notsolely concerned with managing individuals as if they were independent ofothers. It does include this but, as we have indicated, it also includes effortsto organise groups of employees and manage whole workforces. Figure 1.2sketches the role of HRM on this collective level. Again, we do not knowthe precise relationships here but we do know that HRM plays an impor-tant role in building workforce organisation and collective capabilities andthe general climate of employee attitudes. It typically includes attempts tobuild work systems that coordinate individuals in some kind of way, such aspermanent teams, finite project groups and ‘virtual teams’ which coordinatethrough intranets and the internet. It may include attempts to build collabora-tion across departmental or hierarchical boundaries and networks operatingacross work sites, countries and time zones. These sorts of work organisationactivities, along with various kinds of recruitment and development activi-ties (including, at times, company takeovers), are attempts to build workforcecapabilities. Managers try to build ‘critical mass’: the stock of knowledge and

HRM: workand

employmentpolicies and

practicesWorkforce:

• Organisation • Capabilities • Attitudes (e.g.

trust andcommitmentlevels)

Organisationalperformance

outcomesRelatedmanagementinvestmentsand policy

choices

Figure 1.2 HRM and workforce performance

6 Strategy and HRM



skills they need to fulfil the firm’s mission. Finally on the collective level, HRMincludes management actions that affect the attitudinal climate of the work-place. Management’s stance towards employee voice is a key influence here anda variety of collective variables – such as trust levels, commitment levels andthe quality of cooperation – are in play.

HRM, then, needs to be understood as a management process that oper-ates on more than one level. It includes attempts to manage individuals andattempts to build a functioning workforce. HRM is about building bothhuman capital (what individuals can and will do that is valuable to theorganisation) and social capital (relationships and networks among individ-uals and groups that create value for the organisation) (Ghoshal and Nahapiet1998, Leana and van Buren 1999, Snell 1999). These levels are obviously con-nected. While there is often much that individuals can achieve through theirown skills and drive, they are always acting within a larger social context. Theyare inevitably affected by the quality of workforce organisation and capabilitiesand the attitudinal climate in which they are embedded. The need to under-stand HRM as concerned with both individual and collective performance willbe an important theme in this book.

HRM: incorporating a variety of management stylesand ideologies

As our discussion so far should indicate, management often adopts a varietyof approaches to managing employees: variety of management practice is afact of life in HRM. In the larger organisations, it is quite common for oneapproach to be taken to managing managers, another approach to permanentnon-managerial employees, and yet another to temporary and ‘contract’ staff(Pinfield and Berner 1994, Harley 2001, Kalleberg et al. 2006). In unionisedorganisations, such as public sector hospitals, there can be different employ-ment regimes for each occupational group with each of these negotiated inseparate contractual negotiations and then enforced or ‘policed’ with a highdegree of seriousness. In this light, Osterman (1987) refers to a range of‘employment subsystems’ in firms. Lepak and Snell (1999, 2002, 2007) talk ofa ‘human resource architecture’ in which management chooses different HRsystems for different groups based on their strategic value and the uniquenessof the skills that each group possesses.

Not only are there key differences in style within firms but differences instyles across firms are also widely observed. In terms of the way firms approachemployee voice, we see a broad range of styles from paternalistic ones throughto workplace ‘partnerships’ in which there is much greater recognition of

The goals of HRM 7



employee rights and interests (Purcell, 1987, Purcell and Ahlstrand 1994, Budd2004). At one extreme, managers seek to ‘command and control’ and allowvery limited avenues, if any, for employees to express disagreement with man-agement policies. This is not necessarily going to stop employee discontentbecause employees can still resign, or can sabotage operations in ways thatare not easy to detect, but attempts to exercise managerial power in a unilat-eral way are a common style. At the other end, there are companies that arecommitted participants in collective bargaining with employee unions, whichproduces a structured and legally enforceable way of recognising employeevoice. In European societies, many companies complement union negoti-ations with such vehicles as consultative committees or works councils ordevelop such structures when unions are absent (for example, Marchington2007, Purcell and Georgiades 2007). In between, there is a range of ways inwhich managers can open up channels for employee voice, including open-door policies, regular team meetings, and employee forums or ‘town hall’meetings (Freeman, Boxall and Haynes 2007).

Our definition of HRM, then, allows for a wide variety of management ide-ologies and styles. The notion of HRM is largely used in this sense in theUnited States where the term covers all management approaches to manag-ing people in the workplace. Some approaches involve unions while others donot (see, for example, Noe, Hollenbeck, Gerhart and Wright 2005). It must beadmitted, however, that most styles of labour management in the US privatesector do not involve dealing with unions.7 This fact can mean that studentsof HRM there have much less exposure to theory on union–management rela-tions than is typical in Europe and in the old Commonwealth countries ofCanada, South Africa, Australia and New Zealand.

In Britain, the rise of practitioner and academic interest in HRM sparkeda debate about the term’s meaning, its ideological presuppositions, and itsconsequences for the teaching and practice of Industrial Relations. Storey(1995: 5) defined HRM as a ‘distinctive approach to employment manage-ment’, one which ‘seeks to achieve competitive advantage through the strategicdeployment of a highly committed and capable workforce, using an integratedarray of cultural, structural and personnel techniques.’ Similarly, Guest (1987)developed a model of HRM as a strongly integrated management approachin which high levels of commitment and flexibility are sought from a highquality staff. Some commentators went further and saw HRM as a workplace

7 In 2009, US private sector union density (based on membership) stood at 7.2%of employed wage and salary earners: http://www.bls.gov/news.release/union2.t03.htm,accessed 20/5/10.

8 Strategy and HRM



manifestation of Thatcherite ‘enterprise culture’, as an ideology that wouldmake management prerogative the natural order of things (see, for example,Keenoy and Anthony 1992).

For research purposes, defining HRM as a particular style is obviously alegitimate way to proceed. It opens up useful questions such as: What prac-tices constitute a high-commitment model of labour management? In whatcontexts is such a model likely to occur? Are the outcomes of such a modelactually superior?

We are interested in all styles of labour management, and the ideologiesassociated with them, and pursue the sorts of questions about particularmodels just noted. However, for the purposes of exploring the links betweenstrategic management and HRM, we find that a broad, inclusive definition ofHRM is more appropriate. The terrain of HRM includes a variety of styles.We are interested in which ones managers take in a particular context andwhy, and we are interested in how different styles work. The strategy literaturerequires this kind of openness because it recognises variety in business strat-egy across varying contexts (see, for example, Miles and Snow 1984, Porter1980, 1985). It implies that there is no ‘one best way’ to compete in marketsand organise the internal operations of the firm. If we are to truly explore theHRM–strategy nexus, we need relatively open definitions on both sides of theequation.

HRM: embedded in industries and societies

HRM, then, is a process carried out in formal organisations – some small,some large, some very large, including multinational firms and the huge gov-ernment departments of large countries. While recognition of this fact isessential, the academic study of HRM has been criticised by scholars in thecompanion discipline of Industrial or Employment Relations for focusing toomuch on the firm and ignoring the wider context of the markets, networks andsocieties in which the firm operates (see, for example, Rubery and Grimshaw2003, Blyton and Turnbull 2004, Rubery, Earnshaw and Marchington 2005).We think this is a fair criticism. The different HR strategies of firms are betterunderstood if they are examined in the wider context that helps to shape them,something we shall certainly be arguing throughout this book. Work andemployment practices are not entirely developed within a firm or controlledby that firm’s management. In Granovetter’s (1985: 481) famous phrase, firmsare ‘embedded in structures of social relations’.

We will shortly be arguing that HRM is profoundly affected by the char-acteristics of the industries in which the firm chooses to compete. This is a

The goals of HRM 9



fundamental premise in strategic management theory in which industries areseen to vary in structure and profitability (Porter 1980) but was also demon-strated long ago in Blauner’s (1964) sociological analysis of the nature ofwork across different manufacturing environments. He categorised industriesaccording to four types of technology: craft (in which products are made insmall, distinctive, customised batches), machine-tending (in which produc-tion is highly mechanised, as in textile production), assembly-line (in whichworkers are located along a conveyer belt which propels the partially com-pleted product towards them, as in car assembly), and continuous-processtechnology (highly automated, ‘24/7’, production, as in oil refining). Thenature of work varies enormously across these four types. According toBlauner (1964), workers deploy a greater range of skills, have greater controland generally experience a greater sense of meaning in craft and continuous-process industries, as compared with machine-tending and assembly-lineindustries. The problems of how best to motivate workers naturally vary acrossthese working conditions.

One can also observe enormous variations across service industries(Herzenberg, Alic and Wial, 1998). Simply contrast the experience of workingin a major commercial law firm, with its extensive basis in professional educa-tion, its elite clients with complex problems, its comfortable, well-appointedoffices and its high level of pay, with that of working in most of the retailsector, where jobs require much less education, where the public can be rudeand demanding, where employees may be monitored by mystery shoppers,and have much lower pay levels! In addition to the variation that existsacross manufacturing and service industries, it is also useful to consider thepublic sector as a set of ‘industries’, embracing government departments,the armed services, public health providers, state schools, and many oth-ers. Organisations in these areas, just like firms in private sector industries,face distinctive challenges and demonstrate characteristic ways of handlingHRM that mark them out from other industries (see, for example, Sherer andLeblebici 2001, Kalleberg et al. 2006, Bach and Kessler 2007).

We will also be arguing that along with industry differences, HRM is deeplyaffected by differences between societies. Although globalisation is a pow-erful set of forces, the different characteristics of nation states still exercisea major impact on the HR strategies of firms. Nations provide a range ofresources that affect workplaces and workforces: they provide some level ofphysical infrastructure (roading, ports, power, and so on), provide some formof political and justice system (ranging from autocracy to democracy), somekind of economic system (usually a variation of capitalism or a blend of capi-talism and communism), some degree of general education, and some level

10 Strategy and HRM



Author index

Abell, D., 275, 333Ackroyd, S., 155Adams, J., 222Adler, P., 29, 137Ahlstrand, B., 8, 12, 33, 164, 182, 271,

332Alexander, M., 282Alic, J., 10, 147Allen, J., 199Allen, M., 93, 169, 175, 177Alonso, A., 77Alpander, G., 265Amit, R., 98Anderson, N., 58, 218Ansoff, I., 316Anthony, P., 9Appelbaum, E., 77, 89, 91, 92, 93, 134,

138, 139, 165, 179, 237Appleyard, M., 93, 135Armstrong, M., 208, 209, 210Arthur, J., 92, 138Arthur, M., 25, 198, 263Aryee, S. 78Ashburner, C., 144Ashkanasy, N., 216Atkinson, J., 16Audit Commission, 155Avery, D., 249Aycan, Z., 73

Bach, S., 10, 76, 143, 147, 154, 155, 238,243, 246

Bacharach, V., 193Bacon, N., 140, 175, 231Baden-Fuller, C., 100, 261, 273, 274Baird, L., 79, 257Balogun, J., 40Bamber, G., 47, 48, 143Bamforth, K., 131Banbury, C., 59

Barber, A., 195Barker, J., 144Barnard, C., 203Barney, J., 46, 98, 99, 100, 101, 102, 103,

105, 112, 271, 273Baron, A., 208, 209, 210Baron, J., 70, 71, 117, 144, 230, 231Barr, P., 52, 53, 274, 317Barrick, M., 193Barringer, B., 264, 265Barsoux, J.-L., 68Bartholomew, D., 319Bartlett, C., 291Bartol, K., 213Baruch, Y., 303Bates, T., 264Batt, R., 33, 77, 82, 88, 91, 92, 137, 143,

144, 147, 151, 185, 247Bauer, T., 140, 206, 248Baumeister, A., 193Beatty, R., 4, 332Becker, B., 4, 87, 90, 95, 230, 330, 332,

335Becker, T., 247Beer, M., 69, 70Belanger, J., 169Belbin, M., 52, 59, 60, 191Bendix, R., 22, 27Benkhoff, B., 272Benson, G., 166Benson, J., 174Bernhardt, A., 77Berg, P., 139, 140Berggren, C., 132Bergman, T., 207Berner, M., 7, 67, 236Besley, S., 13Bewley, H., 167Bhargava, S., 179Billings, R., 247

371



Bird Schoonhovern, C., 264Birley, S., 56Black, S., 135Blasi, J., 88Blau, P., 23, 224Blauner, R., 10, 13, 14, 77Blumberg, M., 5, 190Blyton, P., 9, 28, 48, 140, 231Boeker, W., 55, 259, 264Bond, M., 73, 76Boselie, P., 19, 72Bosma, H., 204Boudreau, J., 87, 210Bourgeois, L., 324Boxall, P., 8, 12, 14, 18, 19, 21, 26, 42, 43, 49, 57,

65, 69, 76, 78, 80, 99, 111, 113, 114, 117,119, 134, 136, 137, 139, 149, 151, 165, 166,167, 169, 173, 177, 181, 183, 188, 191, 201,202, 203, 207, 210, 224, 225, 238, 241, 245,247, 258, 267, 270, 271, 273, 274, 275

Bowditch, J., 299, 300Bowen, D., 182, 249, 250Bowey, A., 209, 215Boyer, K., 83Bracker, J., 41Bradley, K., 169Bradley, L., 216Brandenburger, A., 258, 321Braun, W., 298Braverman, H., 28, 129Brews, P., 317, 318Brewster, C., 68, 72Brigham, E., 13Brodt, S., 224Brown, C., 29, 93, 135Brown, J., 241Brown, M., 174Brown, W., 175, 176Bruce, A., 213Brue, S., 266Brynjolfsson, E., 135Bryson, A., 167, 173, 174, 179, 181, 202,

280, 296Buck, T., 213Budd, J., 8, 28Buller, P., 79Buono, A., 299, 300Burawoy, M., 28, 129Burch, G., 58, 218Burgess, S., 201Butler, J., 105Buxton, J., 201

Campbell, A., 282, 287Campbell, D., 211Campbell, J., 5, 190, 191Campbell, K., 211Campion, M., 89, 238Cappelli, P., 89, 93, 139, 166Cardon, M., 79Carless, S., 201Carley, M., 171Carroll, G., 16, 47, 109, 235, 258, 259, 261, 265,

275Carroll, M., 26Carroll, S., 214Carter, K., 265Cartier, K., 27Cartwright, S., 301Case, J., 169Challis, D., 135Chandler, A., 285Charlwood, A., 181Chatman, J., 76Chen, W., 267Cheng, Y., 216Chicha, M.-T., 209Child, J., 48, 49, 50, 54Chung, Y., 229Clark, A., 145, 205Clarke, N., 165, 203Clegg, H., 28, 130Clegg, S., 23, 27Cleveland, J., 217Coff, R., 25, 27, 101, 114Collard, R., 179Colli, A., 232, 235Colling, T., 12Collins, C., 114, 119, 195Combs, J., 153, 237Conner, K., 98Conway, N., 155, 165Conyon, M., 213Cooke, W., 23, 31, 74, 75, 145, 292, 296Cool, K., 98Cooper, C., 301Cordery, J., 28, 126, 129, 130, 132, 150Costa, J., 50Cotton, E., 281, 297Cox, A., 179Coyle-Shapiro, J., 180, 219Craft, J., 320, 321Crichton, A., 86, 198, 319Cronshaw, M., 82Cropanzano, R., 28, 290, 301Croucher, R., 281, 297

372 Author index



Cutcher-Gershenfeld, J., 177, 232Cyert, R., 12, 54

Dale, B., 179Danford, A., 178Darbishire, O., 77, 235Das, A, 83Datta, D., 299Davies, P., 171, 301Davis, E., 82Davis, S., 302Dawson, J., 264Deakin, S., 175Dean, J., 77, 86Deane, P., 128DeCastro, J., 107De Cieri, H., 11, 293Deephouse, D., 47, 109Deery, S., 150DeFillippi, R., 45, 102, 105de Geus, A., 323de Menezes, L., 84, 103Delaney, J., 14Delbridge, R., 133, 134, 136, 139, 180Delery, J., 86, 88, 91, 229, 230Deming, W., E., 133Dierickx, I., 98DiMaggio, P., 20, 47, 72DiTomaso, N., 245Doeringer, P., 74, 94, 131,Donaldson., T., 22, 49, 54Doorewaard, H., 65, 82, 154Doty, D., 86, 91Dowling, P., 68, 219, 293Droge, C., 83Durbin, S., 178Durham, C., 213Dyer, L., 16, 64, 70, 71, 88, 198, 275, 276, 277,

279

Eagle, A., 68, 293Earnshaw, J., 9Eastman, L., 89, 136, 137, 139, 180Eaton, S., 78, 151Edvinsson, L., 111Edwards, P., 21, 27, 28, 95, 151, 172, 173, 235,

236Edwards, T., 75, 172, 281, 290, 291, 292, 295,

300, 305Eilbert, H., 86Eisenberger, R., 224Eisenhardt, K., 50, 52, 54, 264, 324Elkington, J., 21, 329

Erdogan, B., 248Evans, P., 68, 277Eveleth, D., 247Eysenck, H., 86, 194

Farndale, E., 295Farrell, D., 143, 150Feigenbaum, A.,Ferguson, N., 41Ferlie, E., 144Fernández-Pérez, P., 232Ferner, A., 172Festing, M., 68, 293Findlay, P., 177Fitzgerald, L., 144Flanders, A., 30Florida, R., 136Folger, R., 28, 301Foo, M., 267Forrant, R., 140Forsgren, R., 265Forth, J., 167, 179, 280Foster, R., 260, 261Fox, A., 129, 161, 237Freedland, M., 171Freeman, J., 40, 44, 259, 264Freeman, R., 8, 19, 31, 76, 91, 92, 165, 166, 167,

169, 173, 175, 176, 181Frege, C., 72Frenkel, S., 134, 147Friesen, P., 259, 274Fryer, G., 152Fuller, S., 216, 217Fulmer, I., 168, 330

Gadrey, N., 13Gaertner, S., 207Gallie, D., 145, 179, 206, 216Gamble, J., 72, 74, 75, 294Gardner, T., 93, 243Geare, A., 13Gelade, G., 84, 103, 168Gelb, A., 169Genadry, N., 277Georgiades, K., 8, 180, 181Gerhart, B., 8, 87, 90, 93, 95, 168, 210, 229Gersick, C., 259Ghemawat, P., 50Ghoshal, S., 7, 103, 114, 291Giangreco, A., 181Gilbert, J., 26, 42, 57, 80Gilbert, N., 247Giles, A., 169

Author index 373



Gilligan, C., 201Gioia, D., 55, 217Gittell, J., 47, 48, 143Godard, J., 13, 14, 83, 94Gohler, G., 23Goldoftas, B., 29, 137Gollan, P., 160Gooderham, P., 19, 72Goold, M., 106, 271, 282, 287, 298Gordon, G., 245Gospel, H., 19, 22Gottlieb, N., 139Gottschalg, O., 104, 116Gouldner, A., 224Graen, G., 182, 247Granovetter, M., 9Grant, D., 113, 222, 244, 245, 250, 272Grant, J., 299Grant, R., 40, 50, 98, 101, 111, 112, 289, 323Gratton, L., 12, 321Green, F., 144, 154, 162Greenwood, R., 241Griffeth, R., 207Grimshaw, D., 9, 13, 33, 242Grugulis, I., 12, 85Grümber, J., 299Guest, D., 8, 28, 42, 155, 165, 183, 222, 224, 225,

296, 330Gumbrell-McCormick, R., 171Guthrie, J., 140, 195, 207, 208, 212, 215Guy, F., 150

Hackman, R., 132Hall, M., 164, 169, 171, 172, 173, 174Hall, P., 19Hall, R., 101, 112Hambrick, D., 52, 56, 273Hamel, G., 43, 106, 107, 110, 111, 325Hampden-Turner, C., 73, 90Hannan, M., 16, 47, 109, 130, 235, 258, 259, 261,

265, 275Harden, E., 219Hardy, C., 27Harley, B., 7, 28, 67, 140Harris, H., 68Harris, J., 27Harris, L., 185Harrison, D., 331Hart, S., 58, 59Harvey, G., 47, 48, 143Haspeslagh, P., 302Haugaard, M., 23Haworth, N., 161

Hayes, R., 17Haynes, P., 8, 19, 76, 151, 152, 165, 166, 167, 169,

173, 175, 177, 181, 183Hedlund, G., 113, 114, 282, 289Heery, E., 174Helfat, C., 111Heller, F., 160Henderson, R., 260Hendry, C., 25, 198, 263, 267Herzberg, F., 132Herzenberg, S., 10, 147, 148, 149, 150Heskett, J., 330Higgins, C., 193Hilgert, J., 31Hill, C., 49, 54, 287Hill, S., 179, 185Hind, P., 303Hine, J., 177Hinings, C., 49, 241Hird, M., 297, 298Hitt, L., 98, 135, 145Hochschild, A., 151Hoddeson, L., 104Hofstede, G., 21, 72, 73, 75, 90Holahan, C., 139Holbrook, D., 267Holder, G., 70, 71Hollenbeck, J., 8Hom, P., 203, 207, 224Hood, C., 144Hoopes, D., 101Hope-Hailey, V., 247, 321Hornsby, J., 25Hoskisson, R., 98, 111Hounshell, D., 267Hubbard, N., 300, 301, 302Huber, V., 216, 217Hudson, M., 175Huff, A., 52, 53Hughes, S., 31, 161Hunt, J., 57Hunt, J.W., 299Hunt, M., 317, 318Hunt, S., 100Hunter, J., 56, 114, 193, 194, 217Hunter, L., 78, 151Hunter, R., 193Huselid, M., 4, 230, 330, 332Hutchinson, S., 139, 144, 164, 174, 182, 198, 206,

247, 248Hyman, J., 179Hyman, R., 30, 171

374 Author index



Ichniowski, C., 92, 93, 94, 138, 179Isenberg, D., 52Iverson, R., 150, 232, 249Ivery, M., 168

Jackson, P., 139Jackson, S., 72, 79, 80, 81, 82, 276Jacoby, S., 131, 235, 236, 242, 288James, L. A., 249James, L. R., 249Janis, I., 55Jany-Catrice, F., 13Jarzabkowski, P., 40Jayaram, J., 83Jayne, M., 193Jehn, K., 76Jelinek, M., 286Jemison, D., 302Jenkins, D., 136Jensen, J., 126Jensen, M., 23Johnson, H., 325Jones, A., 25, 198, 263Jones, D., 133Jones, F., 264Jones, S., 128Jones, T., 49, 54, 330Judge, T., 193Judiesch, M., 56, 114Juravich, T., 31

Kaarsemaker, E., 168Kahwajy, J., 324Kalleberg, A., 7, 10, 76, 153, 154, 155, 238Kamoche, K., 101Kaplan, R., 41, 50, 66, 105, 307, 325, 326, 327,

328, 329, 330, 331, 332, 333, 335, 336Karasek, R., 206Katz, H., 77, 235Kaufman, B., 72, 88, 130, 169Kay, J., 82, 114Kaysen, C. 12Kazis, R., 31Keenoy, T., 9, 27Keller, K., 13Kelley, M., 242Kelly, J., 28, 72, 175Kenney, M., 75, 136, 242Kepes, S., 229Kersley, B., 12, 154, 165, 166, 167, 168, 174, 216,

219, 232, 246, 280, 281Kessler, I., 10, 76, 143, 147, 154, 155, 180, 212,

215, 219, 238, 243, 246

Ketchen, D., 84Kets de Vries, M., 218Kidder, D., 220Kidruff, M., 287Kilgour, J., 208, 210Kim, B., 87, 195King, A., 105Kinnie, N., 111, 114, 144, 206Kintana, M., 77Kirkpatrick, I., 155Kirn, S., 330Klepper, S., 267Kletzer, L., 126Knox, A., 78Koch, M., 271, 317Kochan, T., 86, 213Konzelmann, S., 140Korczynski, M., 147, 150, 151Korsgaard, M., 224Kossek, E., 20, 94Kostova, T., 21Kotha, S., 83Kotler, P., 13Koys, D., 331KPMG, 299Kreps, D., 70, 71, 117, 144, 230, 231Kristof, A., 201Krugman, P., 141Kruse, D., 88Kuratko, D., 25Kuruvilla, S., 75, 295

Lacey, R., 130, 266Lam, S., 318Landes, D., 266Lane, C., 45, 198Lashley, C., 78Latham, G., 87, 94, 202, 216, 217, 224Latham, S., 202, 216, 217Law, K., 78Lawler, E., 89, 134, 136, 166Lawson, B., 135Lazear, E., 23, 210, 211Leana, C., 7Leblebici, H., 10Lees, S., 21, 299Legge, K., 11, 12, 85, 113, 185, 244Lengnick-Hall, C., 298Lengnick-Hall, M., 298Leonard, D., 102, 107, 108, 109, 110, 111, 119,

274, 279Lepak, D., 7, 86, 115, 116, 117, 118, 119, 140,

222, 229, 248

Author index 375



Leung, A., 267Levine, D., 29, 137Levinson, D., 201Levinson, J., 201Levinthal, D., 258Lewis III, J., 299Li, A., 290Liao, H., 229Liden, R., 248Ligthart, P., 166Littler, C., 129Locke, E., 224Lockett, A., 98Longenecker, C., 55, 217, 218Lorenz, E., 74, 94, 139Lovas, B., 103Lovelock, C., 84, 147Loveman, G., 330Lowe, J., 136Lynch, L., 135

MacDonald, H., 87, 216MacDuffie, J., 92, 93, 132, 137, 138, 229, 230,

231, 237, 271, 303MacKenzie, G., 237Mackie, K., 139, 206Macky, K., 134, 136, 137, 139, 166, 224, 245, 247MacLeod, D., 165, 203MacNeil, I., 220Madsen, T., 101Maguire, S., 301Mahoney, J., 98Main, B., 266Malone, M., 111Malos, S., 238March, J., 12, 54Marchington, M., 8, 9, 12, 26, 85, 151, 160, 163,

164, 165, 178, 179, 235, 241, 242, 247Marginson, P., 57, 171, 172, 281, 288, 291, 293,

294, 295Marks, A., 177Marsh, C., 297Marshall, V., 216, 218Marsick, V., 198Martell, K., 214Martin, J., 185Martin, R., 175Martínez-Lucio, M., 177Mayer, M., 286, 287, 289Mayrhofer,W., 72McCloy, R., 5, 190McConnell, C., 266McGee, J., 76, 78

McGovern, P., 247, 288McGrath, R., 271, 317McIntosh, S., 144McKay, P., 249McKersie, R., 165, 177, 232McKinlay, A., 177McLean Parks, J., 220McMahan, G., 103McMillan, J., 56McMullen, P., 79McWilliams, A., 103, 105Meardi, G., 281, 291, 294, 295Meckling, W., 23Medoff, J., 175, 176Meihuizen, H., 65, 82, 154Meshoulam, I., 79, 257Meyer, A., 49Meyer, S., 129, 266Michailova, S., 74Miles, R., 9, 258Milkovich, G., 207Miller, D., 49, 82, 99, 218, 259, 274Miller, M., 31Millward, N., 168, 179, 280Mintzberg, H., 40, 41, 48, 50, 51, 316, 317, 318,

325, 332Morgan, G., 128Morgenstern, U., 98Morgeson, F., 89Morley, M., 72Morris, J., 75Morris, M., 249Moynihan, L., 93Mueller, D., 260, 263, 264, 273Mueller, F., 104, 112, 113, 145, 271, 272, 274, 295Murnane, R., 77Murphy, K., 217Murray, A., 82Murray, G., 169Myatt, J., 258

Nahapiet, J., 7, 114Nalebuff, B., 258, 321Narasimhan, R., 83Nelson, R., 45, 49, 98Neubaum, D., 264Neumark, D., 89, 93, 139, 166Newman, D., 331Newman, J., 207Newman, K., 74Newman, W., 259Nishii, L., 244, 248, 249Nissen, B., 31

376 Author index



Noe, R., 8Nollen, S., 74Norburn, D., 56Nordhaug, O., 19Norton, D., 41, 50, 66, 105, 307, 325, 326,

327, 328, 329, 330, 331, 332, 333, 335,336

Oakeshott, R., 169Odiorne, G., 191Ogbonna, E., 185Ohmae, K., 281Ohno, T., 133Olaverri, C., 77Oldham, G., 132Oliver, C., 47, 117O’Neill, G., 211Oppler, S., 5, 190Organ, D., 27, 222Orlitzky, M., 134, 195Osterman, P., 7, 13, 14, 16, 29, 67, 87, 88,

93, 236, 237Ostroff, C., 182, 249, 250Ouchi, W., 70

Paauwe, J., 19, 72, 168Pandian, J., 98Parker, J., 164, 174Parker, S., 28, 126, 129, 130, 132, 139, 140,

150Pascale, R., 42Patterson, M., 264Patterson, P., 84Payne, G., 84Peccei, R., 181, 185Peel, S., 117Pendleton, A., 19, 168, 179Penn, R., 199, 200Penrose, E., 97, 98, 112Pernod, M., 13Peteraf, M., 47, 78, 98, 109, 111Pettigrew, A., 144Pfeffer, J., 49, 54, 88, 90Phillips, N., 301Pichler, S., 20, 94Pickering, J., 287Pickus, P., 230Pil, F., 137, 231, 303Pinder, C., 224Pinfield, L., 7, 67, 236Piore, M., 131, 134Pisano, G., 17, 111Polanyi, M., 113

Poole, M., 12, 69Porter, M., 9, 10, 11, 13, 17, 46, 49, 50, 76, 78, 80,

81, 82, 99, 119, 264, 291, 324, 325Poutsma, E., 160, 166, 168Powell, W., 20, 47, 72Prahalad, C., 43, 106, 107, 110, 111, 325Pratten, C., 175Prennushi, G., 92,Preston, L., 22, 49, 54Priem, R., 105Pringle, C., 5, 190Pucik, V., 68Purcell, J., 8 , 12, 24, 33, 65, 83, 90, 111, 113, 115,

116, 117, 144, 145, 164, 165, 174, 179, 180,181, 182, 188, 198, 206, 212, 213, 215, 219,243, 247, 248, 269, 271, 284, 288, 295, 300,302, 332

Purcell, K., 117

Quinn, J. B., 43Quinn, R., 330

Ram, M., 21, 27, 28, 151, 235, 236Ramsay, H., 161Rauschenberger, J., 193Rayton, B., 144, 206Redman, T., 12, 248Reed, R., 45, 102, 105Rees, C., 291, 300, 305Rees, H., 201Reeves, T., 88Reich, M., 29Reynolds, P., 13, 17, 43Richardson, H., 89, 136, 137, 139, 180Richardson, M., 178Ringdal, K., 19Riordan, M., 104Robertson Cooper Ltd, 59, 60Robinson, S., 219, 221, 300Rock, M., 208Roehling, M., 27Romanelli, E., 259Roos, D., 133Rose, M., 199, 200, 202, 205, 207, 232Rosen, C., 169Rosenthal, P., 150, 185Roth, P., 331Rousseau, D., 28, 55, 116, 219, 220, 221, 222Rowlinson, M., 56Rubery, J., 9, 13, 25, 33, 199, 200, 242, 265, 267,Rucci, A., 330Rumelt, R., 102, 287Rutherford, M., 79

Author index 377



Ryan, P., 175Rynes, S., 195

Sabel, C., 134Sager, C., 5, 190Sako, M., 180Salancik, G., 49, 54Samson, D., 135Samuel, P., 175Scandura, L., 182, 247Scarpello, V., 207Schaubroeck, J., 318Schein, E., 219Schlesinger, A., 330Schmidt, F., 56, 114, 193Schmidt, J., 300Schmitt, N., 87, 195Schnaars, S., 259, 264Schneider, B., 248Schuler, R., 72, 79, 80, 81, 82, 276Schumpeter, J., 46, 102, 120, 259, 263, 264, 272Schwartz, H., 301Scott, K., 168Scott, W., 20, 21, 47, 72Segal-Horn, S., 146, 147Seifert, A., 297Shafer, R., 16, 198, 275, 276, 277, 279Shah, R., 83Shamsie, J., 99Shanley, M., 47, 78, 109Sharfman, M., 258Shaw, J., 88Shaw, K., 92, 93, 94, 138, 179Sheehy, G., 201Sherer, P., 10Shire, K., 147Shoemaker, P., 98Shore, L., 203, 219Short, J., 84Shuen, A., 111Siebert, W., 13, 16, 140, 147, 229Siegrist, J., 204Simon, H., 51, 52Simms, M., 174Sims, H., 55, 217Sisson, K., 24, 180, 213, 288Smart, D., 105Smith, A., 154Smith, A. R., 319Smith, C., 54Smith, D., 136Smith, K., 114, 119Smith, P., 87

Snape, E., 12, 248Snell, S., 7, 29, 77, 86, 115, 116, 117, 118, 119,

140, 222, 274Snow, C., 9, 258Solar, P., 141Soskice, D., 19Sparrow, P., 68, 297, 298Spender, J.-C., 76Spratt, M., 230Sprigg, C., 139Srinavasan, T., 49Staubus, M., 169Steedman, H., 34, 45, 83Steeneveld, M., 43, 111, 113, 238, 241Stevens, C., 79Stevens, M., 168Stewart, P., 178Stewart, T., 111Stiglitz, J., 24, 43, 213Stimpert, J., 52, 53Stinchcombe, A., 267Stopford, J., 274Storey, D., 25, 265, 267Storey, J., 8Strauss, G., 160Streeck, W., 16Stuart, M., 177Suarez, F., 43, 78Suchman, M., 21Sulsky, L., 87, 216Sun, L.-Y., 78Swamidass, P., 83Swart, J., 112, 114, 144, 206

Tailby, S., 117, 175, 177, 178Taira, K., 91Tam, M., 147Tayeb, M., 94,Taylor, M., 195Teece, D., 111Terkla, D., 74, 94Terry, M., 164, 174Theorell, T., 206Thompson, P., 28, 177Thompson, S., 98Thoresen, C., 193Thorpe, R., 215Toh, S., 89Tomer, J., 23Tomlinson, M., 216Towers, B., 91, 92Tregaskis, O., 172Trevor, C., 87, 210

378 Author index



Trist, E., 131Trompenaars, F., 73, 90Truss, C., 247, 321Tsui, A., 49Tuchman, B., 56Turnbull, P., 9, 28, 47, 48, 143, 175Tushman, M., 259, 272

Uhl-Bien, M., 182, 247Ulrich, D., 330UNCTAD, 281Utterback, J., 43, 78, 259, 260

Valeyre, A., 139Van Buren, H., 7Vandenberg, R., 89, 136, 137, 139, 180Van der Velden, R., 199Van de Voorde, K., 168Van Veldhoven, M., 168Varma, G., 195Veersma, U., 160, 166Veliyath, R., 49Vickery, S., 83Vivian, P., 299Volberda, J., 289

Wachter, M., 27Waddington, J., 171Wagner, K., 34, 45, 83Wall, T., 132, 135Wallace, T., 134Walker, G., 101, 263Walker, R., 84, 155Walsh, J., 78, 150, 281, 292Walton, R., 89, 165, 177, 178, 232Wan, W., 98Ward, P., 83Warner, M., 129Watkins, K., 198Watson, T., 3, 28, 128, 131, 203, 223Way, S., 139Webb, B., 26, 27Webb, S., 26, 27Werner, J., 224

Wernerfelt, B., 98, 100, 102West, G., 107West, M., 264Wever, K., 34White, M., 179, 216Whitener, E., 224Whitfield, K., 180Whittaker, S., 247Whittington, R., 40, 50, 286, 287, 289Wial, H., 10, 147Wilkinson, A., 12, 133, 163, 164Wilkinson, B., 75Wilkinson, F., 140Williams, J., 262, 263Williamson, O., 12, 23, 27, 55, 285Willmott, H., 133, 242Wilson, I., 316Winchester, D., 175, 177Windolf, P., 25, 195, 196Winter, S., 45Winterton, J., 34, 75, 198Wolfe Morrison, E., 219, 221Womack, J., 133Wong, P., 267Wood, R., 216, 218Wood, S., 84, 89, 103, 206, 212, 296Wooldridge, A., 191, 195, 197, 297Woolfson, C., 175Wright, M., 95Wright, P., 8, 29, 93, 103, 113, 115, 188, 243, 244,

271, 274

Yiu, D., 98Youndt, M., 86, 95, 274

Zagelmeyer, S., 179Zaheer, S., 21Zatzick, C., 232, 249Zbaracki, M., 50, 52, 54Zeithaml, C., 105Zhang, J., 267Zollo, M., 104, 116Zubanov, N., 13, 16, 140, 147, 229

Author index 379



Subject index

ability, see employee abilityabsenteeism, 27, 29, 180acquisitions, 24, 280–2, 295, 299–305adult life-cycle theory, 201–2advanced manufacturing technology, 77, 83–4,

135; see also manufacturingage discrimination, 197ageing workforce, 197agency theory, 23, 56Agfa, 266agility, see organisational agilityAir Products, 116airline industry, 47–8, 142–3, 240, 243, 322AMO framework, 5–6, 26, 136, 190 –3, 202, 217,

312, 328analytical HRM, xiiAnglo-American context, 1, 19, 20, 72, 94, 163,

166, 181, 186, 194, 195, 207, 226, 232, 284,286, 287, 288, 290, 295, 304, 310, 311, 335

apparel industry, see clothing manufacturingindustry

Apple Computer, 259appropriability, 101–2aristocracy of labour, 237assembly line, 10, 77, 130, 140, 156, 266assessment centres, 230asset specificity, 102attitude surveys, 166, 167, 168, 179, 323automobile manufacturing, 92–3, 110, 134, 137,

231automotive components industry, 180autonomous work groups, see self-managing

teamsautonomy, see employee autonomyAviva, 127

balanced scorecard, 66, 105, 307, 324–36banking and finance sector, 24, 35, 43, 48, 109,

142, 143, 156, 197, 213–14, 224

bargaining model, 27–8; see also effort–rewardbargain

barriers to imitation, 46, 102–5, 109, 112,102, 316

BASF, 266Bay of Pigs, 55Bayer, 266benchmarking, 143, 295, 305, 332best-fit school, 69–85, 94–6, 97, 99, 310best-practice school, 85–96, 137, 212, 295, 311,

335‘black box’ problem, 98, 228, 243–58‘black hole’ firms, 183–4BMW, 146‘bonus culture’, 24, 213–14, 224bonus systems, see performance-related paybounded rationality, 51British Oxygen, 116–7budgeting, 324, 329bundling, 228, 229–32bureaucracy, 155, 239–43, 245, 253, 274, 275,

289–90, 313bureaucratic HRM, 150, 155, 239–43, 313burnout, 192business strategy, see strategy

C&NW, 53, 317Cadbury, 54, 145, 281, 293call-centre industry, 82, 117, 126, 146, 149, 150,

151, 184, 190, 197Canon, 106capability crisis, 25capital intensive, see manufacturingcareer development/ladders, 15, 25, 128, 216,

233, 237, 267, 276‘careerists’, 55causal ambiguity, 104–5, 109, 120, 271, 316change management, 3, 15–17, 107, 143, 198,

224, 240, 245, 275–8, 306

380



Chaparral Steel, 108, 119chemical industry, 266chief executives, 46, 57, 59–61, 101, 105, 283, 320chronic underachievers, 191–2City of London, 101, 213clan HRM, 70Clarks, 145classical bureaucracies, 239, 241–2clothing manufacturing industry, 45, 92, 146,

297cognitive ability, 193cognitive ability tests, 195cognitive limitations, 32, 51–4coherence, 230–2, 243, 249, 254collective bargaining, 8, 28, 30, 31, 72, 91, 131,

159, 162, 163, 167, 168, 173–5, 178, 210,292, 295, 296, 297, 300; see also employeevoice, trade unions

collectivism, 73, 171command-and-control style, 8, 64, 183, 185Commission on the Skills of the American

Workforce, 89commitment, see employee commitment,

high-commitment managementcompensation, see pay, performance-related paycompetitive advantage, 17–9, 25, 34, 35, 46–9,

59, 61, 64, 66, 81, 97–121, 133, 167, 203,253, 257, 264, 277, 278, 291, 308, 309, 314,334, 335, 337

competitive disadvantage, 113, 121, 133, 269,314

competitive parity, 113, 269, 278competitive strategy, 47, 49, 80–3, 99compliance, 22, 24, 32, 72, 115, 144, 177, 320concertive control, 144configurational perspective, 49, 84conglomerates, 286–7computer-controlled machinery, see advanced

manufacturing technologyconsistency, 70–1, 187, 230–2, 243, 245–6, 249,

252, 254, 270, 272, 315consultative committees/forums, 8, 167–8,

172–6, see also employee voice, Informationand Consultation of Employees (ICE)regulations

control, see command-and-control style,employee motivation, management power

cooperation, 7, 27, 33, 104, 114, 166, 176–7, 183,211, 215, 251–2, 298, 301, 315

core capabilities, 107–11core competencies, 106–11, 289, 304core rigidities, 107core-periphery model, 16, 117–18, 222, 242–3

corporate social responsibility, 22, 31corporate strategy, see strategycost-effective labour, 12–15, 22, 93, 118, 127,

160, 230, 233, 234, 238, 276, 309, 334, 336cost leadership, 80–2cost minimisation, 14craft/professional models, 234, 237–8, 253, 313culture, see national culture, organisational

culture

deficit model, 198demand-control-support (DCS) model, 206–7;

see also job straindemarcation, 131, 135de-recognition, 176deregulation, 142–4, 157, 238de-skilling, 128–30, 135differentiation, 80–3, 109, 151–4, 310discretionary behaviour/effort, 27, 35, 139,

190–2, 203, 204, 211, 215, 222–4, 226, 245,251–2, 300, 301, 312

discrimination, 20, 31, 94, 197distinctive capabilities, 102, 109–11, 115, 120distinctive competence, 106diversified quality production, 91diversification, 258, 283, 286–7diversity climate, 249–50division of labour, see international division of

labour, Scientific Management,specialisation, Taylorism

divisionalised companies, see multidivisionalfirms

dominant coalition, 50dominant designs, 259–60downsizing, 4, 85, 139, 144, 154, 157, 158, 231,

246, 249, 322drive system, 235dual strategies, 333due diligence, 105, 299Dutch cultural context, 73dynamic capability, 111–2Dyson, 17, 118, 119, 145, 292

easyJet, 143economics of production, 74, 125–58education, 10, 34, 57, 65, 75–6, 108–9, 119, 121,

148, 153, 193, 198–9, 204, 208, 234, 237,264, 266, 277, 291–2, 314, 320

education sector, 154, 238, 240, 242, 246efficiency wages, 266effort-reward bargain, 27–8, 204, 226; see also

bargaining modelembedded collectivism, 171

Subject index 381



emotional labour, 150–1employee ability, 5–6, 193–202, 214, 244employee autonomy, 27, 131, 136–40, 157, 162,

166, 206, 234–5, 238, 242employee behaviour, see discretionary

behaviour/effortemployee commitment, 83, 89, 132, 140, 152,

177, 212, 219–26, 232, 243, 251, 270; seealso high-commitment management

employee discretion, see discretionary behaviouremployee engagement, 93, 165, 167–8, 179, 187,

203, 330; see also discretionarybehaviour/effort, employee commitment,employee motivation

employee expectations, 19–20, 76, 79, 183,219–25, 244–6, 293–4, 302

employee health and well-being, 69–70, 130–2,139–40, 185, 193, 204, 207, 248–9, 315

employee interests, see employee motivation,interest alignment, interest trade-offs

employee involvement, see employee voice,high-involvement work systems

employee motivation, 5–6, 26–9, 202–27employee partnerships, 169employee perceptions, 118, 179, 180, 181, 210,

224–5, 228, 248–52, 301, 315employee performance, 5–6, 189–227employee relations styles, 7–9, 250–1, 182–7employee retention, 43, 79, 116, 155, 184, 191,

192, 207–8, 226, 266–7, 271, 294; see alsolabour turnover

employee rights, 8, 30–2, 159, 170employee satisfaction, see job satisfactionemployee surveying, see attitude surveysemployee turnover, see employee retention,

labour turnoveremployee voice

and trade unions, 173–8changes in, 160–78defined, 7–8, 160–1direct forms of, 161–2, 166–9dual systems of, 180, 185, 187embedded, 179–80, 182, 185, 187history of, 130–1, 161, 166, 169, 173impacts of, 178–82indirect or representative forms of, 162–73management styles in, 182–7

employer of choice, 22, 118employment ethics, 19–22, 26, 31–2, 90, 161,

187, 231, 249, 297, 305, 335; see also sociallegitimacy

employment regulation, 10–11, 19–22, 30–2,71–2, 84, 159–61, 169–73, 305, 310

employment relationship, 27–9, 35, 188–227,312

employment security, 29, 88, 131, 175, 178,205, 232

employment subsystems, 7empowerment, see high-involvement work

systemsengagement, see employee engagementenabling capabilities, 110–1entrepreneurship, 98, 261, 263–5, 267, 269,

273, 278Equal Employment Opportunity (EEO), 4,

20, 22equifinality, 91, 95equity, 28, 70, 154, 189, 207–10, 215; see also

organisational justiceequity theory, 222escaping, 75, 295; see also offshoring,

outsourcingestablishment context/phase, 259, 262, 263–268‘Ethical Trading Initiative’, 32ethics, see employment ethicsEuropean Union, 142, 144, 159, 162, 169–73European works councils, 170–1, 296–7; see also

works councilsexpectancy theory, 222–5expressivism, 202, 226extrinsic motivators, 116, 204–7; see also

employee motivation

factory system, 127–33Fairchild Semiconductor, 104, 267–8fairness, see equity, organisational justicefamilial model, 232–5, 239–41, 243family firms, 79, 232, 235, 239–40, 243fast followers, 259, 264, 316feminine cultures, 73; see also national culturefinancial controls/economies, 240, 243, 287–9,

304finance/funding strategy, 12, 42, 43–45, 49, 61,

250, 257, 264, 265, 269–70first-mover advantages, 102–3, 264, 316First World War, 41, 86, 130, 141, 266, 319first-line managers, see line managersFive Dollar Day, 266flexible bureaucracies, 240, 242–3, 273, 290flexible specialisation, 91flexibility, see flexible bureaucracies, flexible

specialisation, functional flexibility,organisational agility, organisationalflexibility

focus strategy, 80–1footwear manufacturing industry, 14, 31, 141

382 Subject index



forcing and fostering, 177–8Ford, Henry, see FordismFordism, 129–30, 133–4, 157formalisation, 150, 241, 269French education system, 75functional equivalence, see equifinalityfunctional flexibility, 16

General Electric, 40, 289General Motors, 133, 265, 285German workforce, 34gestalt perspective, 49global financial crisis, 20, 23, 43, 44, 110. 137,

156, 207, 213, 226, 262, 286globalisation, 10, 126, 127, 141–6, 238, 253, 281,

288, 305, 308, 322goals of HRM, see human resource managementgovernments, see employment regulation, public

sector, social legitimacy, societal fitGreat Depression, 130, 141Gregg, Samuel, 128groupthink, 55–6

Harvard framework, 69–71health, see employee health and well-beinghealth sector, 3, 10, 26, 144, 153, 154–6, 234,

238, 240, 242, 246high-commitment management, 9, 14, 89, 140,

183–4, 212high-involvement work systems, 89, 134–40,

146, 157, 166, 195, 198, 311high-performance work systems, 89–94, 134;

see also high-involvement work systemshigh-tech manufacturing, see manufacturinghigher education, 119–20, 193Hoechst, 266Hollywood film studios, 99homo economicus, 51–2horizontal fit, 71, 228–32; see also internal fithotel industry, 18, 78, 82, 149, 151–3, 242human capital, 7, 112–16, 121, 137, 166, 184,

197, 264, 275, 301, 314, 317human capital advantage, 18, 113–16, 121Human Relations School, 131–2human resource advantage, 17–19, 24–5, 35,

114–15, 119, 229, 257, 267–8, 270–2, 274–9,309, 314, 334–5

human resource architecture, 7, 115–19human resource cycle, 188–9human resource management

analytical approach to, xiicontextual embeddedness of, 9–11, 63–96,

310–11

defined, 1–11, 308goals of, 11–24, 35, 308–9micro, 188, 308process of, 2–3, 7, 308strategic tensions and problems in, 24–36,

308–9styles in, 7–9

human resource planning, 271–2, 317–24, 335human resource policy v. practice, 244–8,

250–2, 272, 315human resource specialists, 4, 57, 61, 64, 68, 241,

246–7, 250–1, 268, 271, 290, 296, 297, 304,308, 315, 319–20

human resource strategyand ‘black box’ problem, 243–54and competitive advantage, 17–19, 46–8,

97–121, 333–7and industry dynamics, 257–79and organisational patterns, 228–43and organisational viability, 12–15, 42–6,

333–7and resource-based view, 97–121corporate, 68, 287–90defined, 64–8, 228–9in mergers and acquisitions, 299–303in multinational firms, 293–99

human resource systemsand ‘black box’ problem, 243–54and equifinality/functional equivalence, 91, 95and internal fit, 229–32and organisational patterns, 239–43defined, 7–9, 64–8, 87–8, 228–9high-commitment, see high-commitment

managementhigh-involvement, see high-involvement work

systemshigh-performance, see high-performance

work systemstypes of, 232–8

human resources portfolio, 191–2hyper-determinism, 50hyper-voluntarism, 50

IBM, 72, 259–60, 267ideology, see management ideologyimitation, 100–5, 109, 112, 120, 259, 271–2, 316implicit contract, 223individual performance, see employee

performanceindividualism, 73, 87, 186, 290industrial democracy, see employee voiceindustrial model, 233, 236, 238, 239, 241, 253industrial psychology, 86, 188

Subject index 383



industrial relations, 8, 26–9, 71, 77, 88–9, 113,121, 131, 146, 161, 175, 177, 184, 245, 292

industry analysis, 50, 324–5industry clusters, 119industry fit/contexts, 9–11, 76–8industry evolution, 258–63informal model, 233, 235–6, 239, 241, 252, 253Information and Consultation of Employees

(ICE) regulations, 159, 169–73information technology, 44, 77, 84, 102, 109,

116, 167inimitability, 101; see also barriers to imitationinnovation, 108–10, 141, 150, 186, 191, 227, 240,

242, 259–61, 263, 289, 304institutional perspective/theory, 20–1, 33–4, 47,

71–6, 91, 253, 300Intel, 260, 267intellectual capital, 111–12; see also human

capitalintelligence, 193–4interest alignment, 86, 96, 104, 116, 203–4, 268,

273, 278; see also interest trade-offs,mutuality, principle of balance, reciprocity

interest trade-offs, 25, 30, 35, 85, 96, 175, 254,270

internal equity, 208–10, 215; see also equity,organisational justice

internal fit, 228–32, 254, 335internal labour markets (ILMs), 79, 154, 157,

197, 233, 236, 241, 267international division of labour, 75, 295international HRM, 19–22, 33–4, 68, 71–6,

293–9International Labour Organisation (ILO), 31–2,

159, 161, 162International Monetary Fund (IMF), 143internet, 2, 6, 15, 42, 47, 48, 102, 109, 113, 126,

127, 138, 141, 144, 157, 261intrinsic motivators, 116, 204–7, 226; see also

employee motivationInvestors in People (IiP), 22

Japanese management, 74–5, 84, 91–2, 94–5,110, 133–5, 157, 288, 294

J-curve, 303job complexity, 114, 194job enrichment, 132, 168job evaluation, 65, 70, 131, 154, 208–10, 237job rotation, 153, 311job satisfaction, 130, 136, 139, 156–7, 165,

179–80, 199–202, 204–7, 251–2, 312; seealso employee health and well-being

job security, see employment security

job strain, 206–7; see alsodemand-control-support model

John Lewis Partnership, 169joint consultative committees, see consultative

committees/forumsjoint working parties, 180justice, see organisational justicejust-in-time, 134

know-how, see employee abilityknowledge management, 6–7, 77–8, 83, 93,

106–12, 120, 184, 287–9, 297–9, 304–5, 329knowledge-based view (KBV), 107, 111–12knowledge-intensive competition/firms, 15, 112,

147, 153, 191, 313KPMG, 65, 299

labour costs, 14–15, 118, 141–6, 147, 151,157, 166, 175, 178, 207, 243, 292, 295,305, 313

labour differentiation, 17–18, 80–3, 151–3, 310labour hoarding, 29labour intensive, see manufacturing, serviceslabour laws, see employment regulationlabour markets, 25–6, 70–1, 72, 74, 76, 90, 132,

140, 151, 196, 198, 225, 236, 265, 294–5,305, 310, 320, 321

labour motivation, see employee motivationlabour power, 26–9, 54–5, 161; see also employee

autonomylabour process, 28, 129–32labour productivity, see productivitylabour scarcity, 25–6, 35, 265, 278labour turnover, 14, 15, 29, 113, 114, 116, 117,

140, 150, 151, 154, 156, 180, 182, 201, 211,230, 233, 236, 265, 251–2, 301, 312; see alsoemployee retention

law firms, 206law of context, 36, 96, 310lay-offs, see downsizingleader-member exchange, 182, 247leadership, see management development,

management rhetoric v. reality,management styles

lean production, 91, 139–40learning, 41–2, 48, 50, 102–3, 106–12, 114, 120,

135–6, 193, 198–9, 206, 240, 242, 271,273–4, 276–7, 303, 316–8, 326–32

‘learning factories’, 75legal compliance, see compliance, employment

regulation, social legitimacy, societal fitlegislation, see employment regulationlegitimacy, see social legitimacy

384 Subject index



life-cycle theory, see adult life-cycle theory,industry evolution

line managers, 4, 64, 113, 138–9, 178–80, 182,185, 228, 246–8, 252, 272, 288, 304, 315,318–20

long-run agility, see organisational agility

management accounting, 118, 314, 324–37management consultancy industry, 141, 184management control, see management powermanagement development, 42, 56–62, 288,

297–9, 304, 311, 320management hierarchies, 33, 163, 181, 233, 236,

240, 241, 273management ideology, 9, 12, 22, 34management of managers, 56–62, 333; see also

management developmentmanagement perception, 98, 270management power, 22–4, 30–2, 35, 181, 239,

241, 309management prerogative, see management

powermanagement rhetoric v. reality, 12, 113, 244–6,

272, 315management styles, 7–9, 91, 161, 183, 185, 299manufacturing

capital-intensive/high-technology, 14, 17, 77,95, 135, 146, 157, 234, 240, 242, 310

labour-intensive, 14, 142, 147, 157, 310work systems in, 125–146see also advanced manufacturing technology,

lean production, mass production, totalquality management

marginal performers, 191–2market HRM, 70marketing, 13, 18, 33, 42–5, 49, 61, 80, 84, 98,

163, 241, 250, 257, 258, 261, 265, 283, 284masculine cultures, 73; see also national culturemass production, 89, 130, 233, 236mature context/phase, 259–62, 268–72, 275,

278–9McKinsey, 65mediation services, 31medical electronics industry, 92, 138mergers, 141, 170, 173, 280–2, 299–303,

305–6meta-planning, 332–3, 336microcomputer industry, 259Microsoft, 49, 111migrant labour, 13, 21, 77, 236, 241motivated capability, 191, 203motivation, see employee motivationmotorcycle industry, 133

multidivisional firms (M-form), 33, 40, 50,67–8, 106, 272, 273, 280–90, 304–5, 311,329

multinational firms, 23, 31, 74–6, 145, 170,219, 240, 243, 280–1, 290–9, 304–6, 311,318, 329

multi-skilling, 16mutuality, 189, 203, 226, 273, 276, 312; see also

interest alignment, principle of balance,reciprocity

nation states, see employment regulation,national culture, social legitimacy,societal fit

national culture, 21, 71, 72–6, 232,293, 296

neo-liberalism, 186networked organisation (N-form), 282–3,

289–90, 296, 298, 304–5‘new public management’, 144, 155, 240,

242, 243newspaper industry, 175, 261non-substitutability, 101North America Free Trade Agreement

(NAFTA), 142Norwich Union, 127nuclear power industry, 14NUMMI (Toyota–GM plant), 137

occupational safety and health (OSH), 22, 30,32, 163; see also employment regulation,employee health and well-being

offshoring, 15, 17, 118,126–7, 141–6, 151, 153,154, 157–8, 242, 290, 292, 302–4, 308

oil industry, 3oil shocks, 133, 323oligopoly, 98, 263operations management/strategy, 33, 41, 49, 61,

83–4, 126, 143, 145, 156, 250, 257; see alsoproduction systems, offshoring,outsourcing, work systems

opportunity to perform, 5–6, 190, 217, 244, 251,312, 328

organisational agility, 275–9, 311; see alsoorganisational flexibility

organisational citizenship behaviours, 222organisational climate, 179, 249, 251–2, 254,

312, 315, 319, 328organisational commitment, see employee

commitmentorganisational culture, 99, 105, 185, 218,

245–6, 302organisational ecology, 16, 47, 235

Subject index 385



organisational flexibility, 15–7, 24, 181, 251, 276,304, 333–5; see also short-runresponsiveness, organisational agility

organisational fit, 79–85organisational justice, 28, 301, 305; see also

equity, equity theoryorganisational life-cycle, 79; see also

establishment context, mature context,renewal context, industry evolution

organisational performance, 6, 243–54, 315; seealso viability, competitive advantage

organisational politics, 54–6; see also labourpower, management power

organisational process advantage, 18, 114–15; seealso social capital advantage

organisational survival, 14, 29, 35, 42–6, 61, 64,68, 76–78, 120, 126, 138, 157, 178, 258, 279,308–9, 313, 329; see also viability

outsourcing, 15, 117, 119, 153, 156, 186, 197,234, 238, 242, 273, 288–90, 296, 304, 313

outsourcing model, 234, 238Owen, Robert, 128

parenting advantage, 68, 282, 298participatory bureaucracies, 240, 242, 245, 274,

289partnership, see social partnership, trade unionspath dependency, 102, 314, 316‘Pax Victoriana’, 141pay equity, 208–9pay systems, 207–15, 226, 311; see also job

evaluation, pay equity, performance-relatedpay

perceived organisational support, 223–4perfect competition, 46, 98performance, see employee performance,

organisational performanceperformance appraisal, 73, 87, 94, 152, 154, 202,

210, 214, 215–9, 237, 247performance drivers, 326–32, 336performance equation, see AMO frameworkperformance management, 191, 215, 219, 222,

297performance-related pay, 70, 73, 155, 210–5,

226, 246, 286, 287performance variation, 194, 211; see also

employee performancepersonal growth, 173, 201–2, 226person-job fit, 58, 201personnel management, xi–ii, 11, 42, 70, 85, 318,

319person-team fit, 58‘Peter Principle’, 192

‘poaching’, 26, 34, 198, 323; see also recruitmentstrategy

politics, see organisational politicspower, see labour power, management power,

organisational politics, power distancepower distance, 73, 167‘powerholic’ personality, 218PricewaterhouseCoopers, 65principle of balance, 203–4; see also interest

alignment, mutuality, reciprocityprivatisation, 117, 143, 246production systems, 13, 74–5, 93, 134–5, 139,

295; see also factory system, leanproduction, mass production, work systems

productivity, 14–15, 26, 29, 33,47, 53, 74, 92–3,103, 108, 115–16, 130–1, 133, 135, 140, 145,160, 166, 171, 175–6, 181, 194, 210–11, 226,251, 296, 303, 305, 309, 317, 327–8

professional service firms, see servicesprofitability, 12profit-sharing, 179–80, 266provisioning motive, 207, 226psychological contracting, 219–26, 244–5, 269public sector, 3, 7, 10, 15, 40, 76–8, 143, 144,

145, 147, 154–8, 169, 174, 176, 184, 209,234, 236–40, 242, 243, 246, 253, 254, 262,280, 286, 310, 313, 337

punctuated equilibrium, 259‘putting-out’ system, 128

quality circles, 3,74, 166, 168; see also totalquality management

rail industry, 53, 317rater bias, 217reciprocity, 13, 189, 226, 312; see also interest

alignment, mutuality, principle of balancerecruitment strategy, 195–7, 318redundancies, see downsizingregime advantage/competition, 281, 292regulation, see employment regulationrelational contracts, 219–20remuneration, see pay, performance-related payrenewal context/phase, 261, 272–9, 317, 318‘rent’, 101‘reproduction factories’, 75resource-based view (RBV)

and barriers to imitation, 100–6, 325and competitive advantage, 97–121, 314and competitive parity, 112–13and HR strategy, 112–21, 140, 224and industry dynamics, 259, 263–79defined, 97–100

386 Subject index



origins and assumptions of, 97–100and strategic planning, 316–8

resource-dependence theory, 54–5resource partitioning, 235rest-home industry, 78, 82, 242restrictive practices, 175–6retail sector, 3, 10, 13–14, 16, 41, 42, 54, 77, 140,

147, 150, 229, 233, 283, 291, 294, 326retention, see employee retentionreward systems, see also pay,

performance-related payRobertson Cooper Ltd, 59–60Rock Island, 53–4, 317Royal Dutch Shell, 2Ryanair, 143

SA 8000, 32Safelite, 210–11salaried model, 233, 236–7, 239, 241–2, 253, 313satisfaction, see job satisfactionscenario planning, 322–4, 336Schumpeterian shocks, 46, 102, 120, 263Scientific Management, 129–30, 156, 184, 286S-curve, 260–2, 276Sears, 330–1Second World War, 86, 99, 126, 130, 135, 141,

319selection practices, 58, 194–5, 229, 335self-managing teams, 33, 162, 166, 311semi-autonomous teamwork, see self-managing

teamssemi-conductor industry, 135, 267service-profit chain, 330–1services

characteristics of, 146–7low-skill/mass, 10, 13–14, 18, 27, 14951, 157,

233, 252, 310professional, 10, 65, 153–6, 158, 162, 166, 190,

194, 216, 234, 237–46, 253, 265quality differentiation in, 83, 151–3work systems in, 146–58see also public sector

shareholders, 12Shockley Semiconductor, 104, 267short-run responsiveness, 16; see also

organisational flexibility‘sit by Nellie’ (‘SBN’) system, 198skills, see employee abilitysmall firms, 22, 25, 33–4, 79, 151, 165, 167, 196,

198, 209, 218, 228, 235, 243, 253, 254,263–5, 313, 315, 318

Smith, Adam, 127–8Social Accountability International, 32

social architecture, 104social capital, 7, 18, 66, 103, 113, 114, 121, 125,

137, 138, 229, 252, 253, 282, 298, 311, 312,314, 316, 320, 322, 335, 336

social capital advantage, 18, 114; see alsoorganisational process advantage

social climate, see organisational climatesocial complexity, 103–4, 109, 120, 271, 316social contracts, 177–8social enterprises, 169social exchange, 224social interdependence, 117–18social legitimacy, 19–22, 24, 30–2, 35, 47, 67, 84,

90, 117, 159–60, 181–2, 186, 231, 233,235–6, 251, 297, 309, 312, 313, 333–4, 336

social norms, see social legitimacy, societal fitsocial order, 11, 28, 30, 119, 130social partnership, 19social responsibility, see corporate social

responsibilitysocietal fit, 71–6, 293–7; see also employment

regulation, institutional perspective/theory,national cultures

Society for Human Resource Management, 4sociology of work, 28socio-technical work systems, 131‘solid citizens’, 191–2Sony, 106speed-up, 130, 150specialisation, 128–9, 153, 236, 238, 241; see also

Scientific Management, Taylorismstakeholder perspective, 12, 23–4, 35, 49, 54–6,

69, 101, 160, 182, 288, 319–20, 329standardisation, 154, 231, 233, 236, 239, 269, 291‘stars’, 191–2states, see employment regulation, national

culture, social legitimacy, societal fitstart-up firms, 263–8steel manufacturing industry, 157, 237‘Store 24’, 326–8, 332–3strain, see job strainstrategic business units (SBUs), 106, 285, 304strategic choice perspective, 40, 48–50, 62, 64–5,

186, 284, 314strategic groups, 76, 78, 92, 111strategic HRM

and best fit versus best practice, 63–96and competitive advantage, 97–121and industry dynamics, 257–79and multidivisional/multinational firms,

280–306and the resource-based view, 97–121defined, 64–8

Subject index 387



strategic HRM – continuedkey themes in, 307–16see also human resource management, human

resource strategystrategic management

and cognitive problems, 51–4and executive appointments, 56–7, 62and organisational politics, 54–6and team-building, 58–61and the resource-based view, 97–121defined, 39–50, 61in multidivisional/multinational firms,

280–306strategic planning, 40, 271, 316–8, 320, 324,

329, 336strategic problems, 39–50, 61, 257, 308strategy

and the resource-based view, 97–121corporate, 50, 282–90defined, 39–50, 61emergent, 48, 51, 325maps, 325, 329–36versus operations, 41versus strategic plan, 40–1versus tactics, 41see also strategic management

stress, 26, 85, 139, 145, 150–1, 204, 207, 246,251–2; see also job strain, workintensification

strikes, 14, 27, 29, 30, 292‘success trap’, 53supplemental capabilities, 110survival, see organisational survival, strategic

problems, viabilitysurvivor syndrome, 303sustained competitive advantage, see competitive

advantage‘sweetheart unionism’, 184–5SWOT, 99–100synergistic economies, 288–9, 296, 304synergy, 65, 88, 286, 288–9, 299systemic thinking, 52, 84, 88, 97, 107, 121

‘table stakes’, 43–4, 61, 109–11, 121, 138, 152,314, 326–7

tacit knowledge, 113–4, 266takeovers, see acquisitionsTaylorism, 89, 129–30, 135–6, 140, 146, 147–8,

156–7, 234, 241; see also ScientificManagement

teamwork, 18, 53, 59–60, 74, 88, 103, 106, 132,137, 139–40, 222, 230, 267, 271, 311, 316

technical interdependence, 117, 211

technology, see advanced manufacturingtechnology, information technology,manufacturing

telecommunications industry, 82, 102, 143, 144,240, 243

textile industry, 10, 105, 130Thatcherism, 9, 143, 155themes of the book, 307–16theory of the business, 329–30time-and-motion study, see Scientific

Management, Taylorismtime orientation, 73; see also national culturetop-management team building, 58–61, 62; see

also management developmenttotal quality management (TQM), 84, 133, 180,

296‘town hall’ meetings, 8, 168toy manufacturing industry, 14, 141, 297Toyota production system, 133–4, 137trade unions

and industrial model, 233, 236, 239, 241and management style, 182–6and multinational firms, 288, 292, 296, 297,

305and ‘partnership’ agreements, 7, 64, 91, 174–5,

177, 183–5, 186, 240, 242, 246bargaining with, 162–3, 175–8, 296decline of, 173–5, 243history of, 30–1, 130–1, 161, 241in continental Europe, 19–20in the public sector, 154–7, 174, 238see also collective bargaining, consultative

committees/forums, employee voicetrade-offs, see interest trade-offstraining and development, 22, 197–202, 226,

288, 297transactional contracts, 219–20transnational corporations, see multinational

firms‘triple bottom line’, 21, 329trucking industry, 26, 53, 241trust-in-management, 6–7, 27–8, 30, 113, 114,

121, 129, 151, 155, 165, 174, 224–6, 231,233, 235, 245, 247, 249–52, 300–3, 312, 315

uncertainty avoidance, 73Unilever, 298union-management partnerships, see trade

unionsunions, see trade unionsunique timing and learning, 102–3, 316unit labour costs, see labour costsUnited Nations (UN), 31

388 Subject index



universalism, 13, 63; see best-practice schoolUS firms, 88; see also Anglo-American context

value proposition, 326–8varieties of capitalism, 19, 20, 288vertical fit, 80; see also best-fit schoolvertical integration, 283, 289viability, 1, 12–5, 17, 19, 25, 29, 35, 42–8, 61–2,

126, 257, 263–7, 269–70, 273–4, 278, 307–9,334, 336; see also organisational survival,strategic problems

vocational education and training (VET), 34, 75,76

voice, see employee voicevoluntarism, 171Volvo, 132

wage-work bargain, see effort-reward bargainWal-Mart Stores, 3‘war for talent’, 191waterfront industry, 175Welch, Jack, 289well-being, see employee health and well-beingwhanau interviewing, 90women

and comparable worth, 209and diversity climate, 249–50and gendered cultural assumptions, 73, 294and work-life patterns, 201

work intensification, 27, 145, 154–55, 157, 246work measurement/study, see Scientific

Management, Taylorismwork-sample tests, 195, 311work systems

defined, 6, 125–6and globalisation, 141–6, 157high-involvement, see high-involvement work

systemshigh-performance, see high-performance

works systemsin manufacturing, 77, 89–92, 127–40, 156–7in private sector services, 146–54, 157–8in public sector services, 154–6, 158‘motivational model’, 132types of, 147–9

workaholism, 192, 207worker cooperatives, 168, 169worker self-management, 164workforce capabilities, 6–7, 251, 310, 328workforce organisation, 6–7, 244work-life balance, 195, 206, 251workload, 16, 28, 30, 85workplace culture, see organisational cultureworks councils, 8, 19, 20, 85, 91, 92, 167–8,

170–2, 184–5, 296–7; see also Europeanworks councils

World Bank, 143

Subject index 389



contents · deﬁning human resource management 1 ... the role of hrm in improving strategic...

Documents