rom its inception human resource management reÂ¯ ected a management agenda to the neglect of workersâ concerns. In their appeal to a management audience, the more extravagant claims of its advocates held out the promise of HRM as a route to excellence and high performance. Indeed, an increasingly dominant stream of research within the broad Â® eld of HRM explores the relationship between HRM and performance, often incorporating aspects of business and HR strategy (Arthur, 1994; Becker and Gerhard, 1996; Guest, 1997; Huselid, 1995). In marked contrast, another stream of writing has provided a powerful critique of both the promise and the practice Â± or the rhetoric and the reality (Legge, 1995) Â± of HRM. Adopting a critical and occasionally post-modern perspective, this approach has sought to undermine both the theoretical analysis of HRM and its application. Interestingly, the target is less the hard-nosed business case for HRM than the claims that HRM offers a new model of the management of people at work built around attempts to increase their commitment. While this critical analysis implicitly reflects a sympathy for the workersâ viewpoint, it is rarely able to draw on evidence about workersâ reactions to HRM. This dearth
Human Resource Management Journal – Wiley
Published: Jul 1, 1999
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