boxall and purcell 2011 pdf

Boxall and purcell 2011 pdf

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Peter Boxall, John Purcell, and Patrick M. Wright

Human Resource Management: Scope, Analysis, and Significance

Strategic human resource management: where have we come from and where should we be going?

Human Resource Management. Human resource management journal 6 3 , ,

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John Purcell , Peter Boxall. Management, Work and Organisations. Flyer Sample chapter. Recommend to library , View companion site. Paperback - Ebook -

Peter Boxall, John Purcell, and Patrick M. Wright

Human resource management HRM , the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings are employed. It is not something whose existence needs to be elaborately justified: HRM is an inevitable consequence of starting and growing an organization. This article focuses on the scope of HRM and its major subfields. While there are a myriad of variations in the ideologies, styles, and managerial resources engaged, HRM happens in some form or other. It is one thing to question the relative performance of particular models of HRM in particular contexts or their contribution to enhanced organizational performance relative to other organizational investments, such as new production technologies, advertising campaigns, and property acquisitions. These are important lines of analysis. It is quite another thing, however, to question the necessity of the HRM process itself, as if organizations could somehow survive or grow without making a reasonable attempt at organizing work and managing people Boxall and Steeneveld

The purpose of this paper is to increase the understanding of the influence of high-performance work systems HPWS upon job satisfaction JS , organizational commitment OC and intention to quit QI. The data come from a questionnaire administered to employees in different organizations. The results of this study allow the authors to better understand how the effects of HPWS are exerted on the intention to quit by highlighting the mediating role played by JS and OC. In addition, the results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices skill-enhancing, motivation-enhancing and opportunity-enhancing practices is greater than the sum of each set taken individually. The cross-sectional nature of the study prevents the authors from inferring true causality between human resource management HRM practices and the attitudes and behaviors of employees. Only a longitudinal study measuring levels of JS, OC and quit intention before and after implementation of such practices would establish such causality. For leaders and managers of organizations seeking to reduce the rate of employee turnover, the results are eloquent: increased investment in a HPWS can significantly improve JS, helping to increase OC and reduce intention to quit.

Despite a growing literature on human resource management HRM in emerging economies, evidence from Pakistan is limited. There is scant information on both the human resource HR practices that indigenous workplaces adopt and their associations with HR-related outcomes. This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The authors use logistic regressions to analyze the data. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes absenteeism, quit rates, and labour productivity. Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan.

Human Resource Management: Scope, Analysis, and Significance

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Strategic human resource management: where have we come from and where should we be going?

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High performance HRM and establishment performance in Pakistan: an empirical analysis

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