The Needfor Understanding Human Resource Management (HRM) in Context Applied psychologists have developed sophisticated tools and techniques inÂ tended to improve the effectiveness of organizations, and substantial evidence attesting to the value of these h as accrued (e.g. Denison 1990; Hansen & Wemerfelt 1989; Kaufman 1992; MacDuffie & Krafcik 1992; Macy & Izumi 1993; Terpstra & Rozell 1993; United States Department of Labor 1993; MA Huselid, unpublished; ER Schnell, Olian JD, KG Smith, HP Sims Jr, JA Scully, KA Smith, unpublished). Nevertheless, US employers have been slow to adopt the "best" practices, i.e. those widely discussed in organizations as being the most effective (Bretz et al1992, Rynes & Boudreau 1986, Saari et al 1988). Commentators have suggested that the acontextua1 nature of the scienÂ tific evidence is part of the problem (e.g. Johns 1993, Murray & Dimick 1978); consequently, calls for new human resource management (HRM) research that takes context more seriously have become more frequent (e.g. Begin 1991, Dobbins et al 1991, James et al 1992, Latham 1988). At the same time, a growing body of empirical evidence is beginning to shed light on the relationÂ ship between contextual conditions and HRM. Our objective for this review
Annual Review of Psychology – Annual Reviews
Published: Feb 1, 1995
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