Understanding Human Resource Management in the Context of Organizations and their Environments

Understanding Human Resource Management in the Context of Organizations and their Environments The Needfor Understanding Human Resource Management (HRM) in Context Applied psychologists have developed sophisticated tools and techniques in­ 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& Krafcik 1992; Macy & Izumi 1993; Terpstra & Rozell 1993; United States Department of Labor 1993; MA Huselid, unpublished; ER Schnell, Olian JD, KG Smith, HP Sims Jr, JA Scully, KA Smith, unpublished).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 scien­ 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 relation­ ship between contextual conditions and HRM. Our objective for this review http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Annual Review of Psychology Annual Reviews

Understanding Human Resource Management in the Context of Organizations and their Environments

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Publisher
Annual Reviews
Copyright
Copyright 1995 Annual Reviews. All rights reserved
Subject
Review Articles
ISSN
0066-4308
eISSN
1545-2085
DOI
10.1146/annurev.ps.46.020195.001321
Publisher site
See Article on Publisher Site

Abstract

The Needfor Understanding Human Resource Management (HRM) in Context Applied psychologists have developed sophisticated tools and techniques in­ 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& Krafcik 1992; Macy & Izumi 1993; Terpstra & Rozell 1993; United States Department of Labor 1993; MA Huselid, unpublished; ER Schnell, Olian JD, KG Smith, HP Sims Jr, JA Scully, KA Smith, unpublished).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 scien­ 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 relation­ ship between contextual conditions and HRM. Our objective for this review

Journal

Annual Review of PsychologyAnnual Reviews

Published: Feb 1, 1995

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