Strategy, HRM, and performance : a contextual approach / Jaap Paauwe, Elaine Farndale.

Includes bibliographies and index.

HRM and strategy -- The more fits the better -- HRM in context : an institutional perspective -- HRM and performance : achievements and challenges -- The contextual SHRM framework -- Contextual SHRM framework : organization level -- Contextual SHRM framework : sector level -- Contextual SHRM framework : international level -- HR professionals : roles and performance -- HR delivery and metrics -- Reflections for the future.

Cover -- Strategy, HRM, and Performance: A Contextual Approach -- Copyright -- Copyright Acknowledgements -- Figures -- Textbox -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- List of Textboxes -- 1: Introduction -- a Human resources are more than just resources -- b The HR function is not solely concerned with financial performance -- c HRM focuses on the exchange relationship between employee and employer -- d The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value

1.1 Outline of chapters2: HRM and strategy -- 2.1 Introduction -- 2.2 What is strategy? -- 2.3 Implications for HRM and performance -- 2.3.1 The Role of the Entrepreneur -- 2.3.2 Cognitive/Framing Processes -- 2.3.3 Incrementalism/Learning -- 2.3.4 Power and Resources -- 2.3.5 Culture/Ideology -- 2.3.6 Environmental and Institutional Forces -- 2.4 In search of synthesis -- 2.5 Classical strategic approaches in HRM -- 2.6 Practical strategic HRM tools -- 2.7 HRM and strategy: Lessons learned -- APPENDIX -- A2.1 Value creation: The Kano model

A2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- Quadrant 1 (high value and high uniqueness) -- Quadrant 2 (high value and low uniqueness) -- Quadrant 3 (low value and low uniqueness) -- Quadrant 4 (low value and high uniqueness) -- A2.4 HR value chain: A diagnostic tool -- 3: The more fits the better -- 3.1 Introduction -- 3.2 Traditional forms of fit -- 3.3 Strategic fit -- 3.3.1 Problems With Strategic Fit -- 3.3.2 `Best Fit ́in Strategic Hrm as the Winner?

3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- 3.3.5 The Role of the HR Function in Achieving Strategic Fit -- 3.4 Internal fit: The strength of interaction among HRM practices -- 3.5 Organizational fit: Alignment with organizational systems and work systems -- 3.6 Environmental fit: Applying an institutional perspective -- 3.7 Macro-micro fit: Aligning the organizational and individual level -- 3.7.1 The Bath Tub Model -- 3.7.2 Signalling Theory -- 3.8 Is `fit ́enough?

3.8.1 Fit and Performance3.9 Conclusions -- 4: HRM in context: An institutional perspective -- 4.1 Introduction -- 4.2 HRM modelling: Why does context matter? -- 4.3 The interaction between HRM and IR -- 4.3.1 Constructive Criticism -- 4.3.2 The Notion of Strategic Choice -- 4.3.3 Different Rationalities -- 4.4 Institutionalism and HRM -- 4.5 Institutional theory and change -- 4.5.1 TOWARDS A SYNTHESIS -- 4.6 Summary and conclusion -- 5: HRM and performance: Achievements and challenges -- 5.1 Introduction -- 5.2 Achievements to date

The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.

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