Introduction to Human Resource Management
Fourth Edition
SAGE Journal Articles
Select SAGE journal articles are available to give you more insight into chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
- This article introduces a matching model of HRM using a framework integrating competitive strategies and HRM based on the importance of considering ‘needed role behaviours’, cost constraints and market conditions when determining appropriate approaches to managing people.
Schuler, R. (1989) Strategic human resource management and industrial relations, Human Relations, 42 (2): 157–84.
- This paper explores the influence of the resource-based view of the firm on the theoretical development of strategic HRM and considers the role of RBV as a ‘bridge’ between strategic HRM and wider business strategy.
Wright, P. M., Dunford, B. B and Snell, S. A (2001) Human resources and the resource-based view of the firm, Journal of Management, 2: 701–21.
- This research article discusses research findings that show a positive and longitudinal relationship between human resource management practices and performance in SMEs. In particular, it presents evidence to support the importance of ‘bundling’ of HRM practices and also the differential impact of different areas of HRM practice and different measures of performance.
Sheehan, M. (2014) Human resource management and performance: Evidence from small and medium-sized firms, International Small Business Journal, 32 (5): 545–70.
- This article places the notion of the HPWS in a broader context of the development of a high-skill national economy and sets out the core features of such systems with a particular focus on the managerial ‘governance’ processes. In particular, it stresses the importance of developing high levels of employee performance in understanding how intended practices connect to employee responses and organisational outcomes.
Boxall, P. and Macky, K. (2007) High-performance work systems and organisational performance: Bridging theory and practice, Asia Pacific Journal of Human Resources, 45: 261–70.
- This article critically discusses the research that claims to have established a link between HRM practices and firm performance. It proposes a number of ways forward in seeking to establish such a link more conclusively.
Wall, T. D. and Wood, S. J. (2005) The romance of human resource management and business performance, and the case for big science, Human Relations, 58: 429–62.