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  • 1
    Electronic Resource
    Electronic Resource
    Who's in the driving seat? Managing human resources in a franchise firm (2004)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 14 (2004), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article reports on the findings of a study within the automotive franchise retail sector which shows how employees' experiences of HRM can, under some circumstances, be influenced both directly and indirectly by third-party organisations. A model that describes these patterns of influence is put forward. These findings point to the way in which inter-firm relationships influence the employment relationship from the perspective of both the employer and the employee, and raise questions about the limits of control exercised by HR department policies and activities. The article also contributes to the relatively limited literature on the operation of franchising systems, in particular concerning the role played by HR policies and practices as a mechanism for inter-organisational control.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2004.tb00133.x
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  • 2
    Electronic Resource
    Electronic Resource
    Paying the piper: choice and constraint in changing HR functional roles (2002)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 12 (2002), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: HR directors are often exhorted to play a more ‘strategic’ role in their organisations. However, it is not necessarily clear what is meant by this, or whether it is possible for departments to change their role at a whim. In this article we examine the changing role of the HR function within two contrasting organisations – an NHS trust and a bank – over a period of seven years. Drawing on role-set theory and concepts of negotiated order, we illustrate how HR functional roles are located within a complex and dynamic social setting, and present a model that seeks to map these interrelationships.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2002.tb00063.x
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  • 3
    Electronic Resource
    Electronic Resource
    Soft and Hard Models of Human Resource Management: A Reappraisal[Address fo] (1997)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Journal of management studies 34 (1997), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management.Eight in-depth case-studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by the companies frequently embraces the tenets of the soft, commitment model, while the reality experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-6486.00042
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  • 4
    Electronic Resource
    Electronic Resource
    Complexities and Controversies in Linking HRM with Organizational Outcomes (2001)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd.
    Journal of management studies 38 (2001), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Our understanding of the way in which human resource management (HRM) is linked to organizational performance is still limited, despite recent advances that use a quantitative approach to argue for a strong positive relationship between ‘High Performance Work Practices’ and firm financial performance. These studies are limited by their reliance on a single informant in each organization, and their emphasis on financial performance at the expense of a broader range of outcome variables. This paper contributes to the debate by analysing in detail the human resource policies and practices of one case-study organization over a two-year time period, using a variety of methodologies and drawing on a broad range of informants across the organization. Instead of devising a list of ‘best practice’ HRM from the literature and testing its impact on performance, we instead invert the question and take a firm that is financially successful and ask what HR policies and practices it uses. We also examine the way in which these policies are enacted. This methodology enables us to show that even successful organizations do not always implement ‘best practice’ HRM, and that there is frequently a discrepancy between intention and practice. Outcomes at the individual and organizational levels are complex and often contradictory; we question the extent to which is it possible or meaningful to attempt to measure the interrelationship between HRM, at the level of the formal system, and organizational performance, without taking into consideration the role played by the informal organization in the process and implementation of HR policies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-6486.00275
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  • 5
    Electronic Resource
    Electronic Resource
    Human resource management on the line? (1997)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 7 (1997), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The prospects for devolving HR activities to the line are examined in this article. Evidence drawn from a wider study of HRM in practice suggests that, while line manager involvement is possible, their practices tend to be inconsistent in implementation and uneven in quality. A number of constraints on line management practice were identified. First, there is limited reinforcement of practice through institutional forces. Secondly, the short-term nature of managerial activity means that a greater priority is placed on the achievement of the numbers rather than the achievement of numbers through people. Finally, downsizing and delayering place tremendous pressures on the time which line managers could allow for people matters generally. These findings challenge much of the rhetoric associated with the idea of giving HRM back to the line by arguing that the quality of line management practice may distort the overall impact of HR policies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1997.tb00286.x
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  • 6
    Electronic Resource
    Electronic Resource
    The HR department's role in organisational performance (2005)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 15 (2005), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Research into how HR contributes to organisational performance is plentiful yet plagued by challenges. Alongside the ‘black box’ issue between HRM and performance, the time-lag effect and the range of performance indicators applied, the role of the HR department in this relationship is critical although often ignored. A longitudinal case study is presented here that focuses particularly on this issue, and shows a complex picture of improving HR department importance alongside high-level financial performance, but declining employee commitment and morale. The article suggests that the tensions between the rhetoric of HRM strategy, the grim reality of the employee experience and a lack of focus on human capital meant the outstanding financial performance was not sustainable in the longer term. The inherent conflict in serving both management and employees in process-and peopleorientated roles is highlighted.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.2005.tb00153.x
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  • 7
    Electronic Resource
    Electronic Resource
    A chameleon function? HRM in the ‘90s (1997)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 7 (1997), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article examines the changing role of the HR function in large corporations in the 1990s. It draws on data collected from a multi-sector case study research project – the Leading Edge Forum Consortium. Activities are analysed along three dimensions: access to strategic decision making, shift of responsibilities to the line, and the function's perceived contribution to business performance. It concludes that devolution to the line remains problematic, and that access to strategic decision making is still contingent on the personal influencing skills of senior HR managers or directors. Nevertheless the recognition of the strategic importance of HRM as a contributor to business performance has risen.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1997.tb00421.x
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  • 8
    Electronic Resource
    Electronic Resource
    Performance management and the psychological contract (1997)
    Oxford, UK : Blackwell Publishing Ltd
    Human resource management journal 7 (1997), S. 0 
    Details
    ISSN: 1748-8583
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1748-8583.1997.tb00274.x
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  • 9
    Electronic Resource
    Electronic Resource
    Strategic HRM: enablers and constraints in the NHS (2003)
    Bingley : Emerald
    International journal of public sector management 16 (2003), S. 48-60 
    Details
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The UK Government has frequently referred to the importance of strategic human resource management (HRM) to the success of the National Health Service (NHS). However, relatively little is known about whether HR departments within individual NHS Trusts play a strategic role and, if so, how this has been achieved. Reports on the findings of a unique study into HRM at the Chelsea and Westminster NHS Trust over the period 1994-2000. In particular, focuses on the factors that have enabled or constrained the development of a strategic role over time. Whilst it was found that the NHS context often served as a constraining factor, also shows that much can be done at the level of the individual Trust to foster a strategic role for the HR function. Of particular importance were the HR director role, the attitudes of senior management towards HRM and the way in which HR interventions were implemented.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09513550310456418
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