000			05057cam a2200457 i 4500
001			on1011496938
003			OCoLC
005			20240726104755.0
008			171114s2017 enk ob 001 0 eng d
040			_aNT _beng _erda _epn _cNT _dNT _dEBLCP _dOCLCF _dUAB _dYDX _dOKU _dOCLCQ _dTKN _dOCLCQ _dUKAHL _dOCLCQ _dOCLCO
020			_a9780192535993 _q((electronic)l(electronic)ctronic)
050	0	4	_aHF5549 _b.S773 2017
049			_aMAIN
100	1		_aPaauwe, J., _e1
245	1	0	_aStrategy, HRM, and performance : _ba contextual approach / _cJaap Paauwe, Elaine Farndale.
250			_aSecond edition.
260			_aOxford : _bOxford University Press, _c(c)2017.
300			_a1 online resource
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aHRM and strategy -- _tThe more fits the better -- _tHRM in context : an institutional perspective -- _tHRM and performance : achievements and challenges -- _tThe contextual SHRM framework -- _tContextual SHRM framework : organization level -- _tContextual SHRM framework : sector level -- _tContextual SHRM framework : international level -- _tHR professionals : roles and performance -- _tHR delivery and metrics -- _tReflections for the future.
505	0	0	_aCover -- _tStrategy, HRM, and Performance: A Contextual Approach -- _tCopyright -- _tCopyright Acknowledgements -- _tFigures -- _tTextbox -- _tAcknowledgements -- _tContents -- _tList of Figures -- _tList of Tables -- _tList of Textboxes -- _t1: Introduction -- _ta Human resources are more than just resources -- _tb The HR function is not solely concerned with financial performance -- _tc HRM focuses on the exchange relationship between employee and employer -- _td The shaping of the employment relationship takes place in an arena of continuous tension between added value and moral value
505	0	0	_a1.1 Outline of chapters2: HRM and strategy -- _t2.1 Introduction -- _t2.2 What is strategy? -- _t2.3 Implications for HRM and performance -- _t2.3.1 The Role of the Entrepreneur -- _t2.3.2 Cognitive/Framing Processes -- _t2.3.3 Incrementalism/Learning -- _t2.3.4 Power and Resources -- _t2.3.5 Culture/Ideology -- _t2.3.6 Environmental and Institutional Forces -- _t2.4 In search of synthesis -- _t2.5 Classical strategic approaches in HRM -- _t2.6 Practical strategic HRM tools -- _t2.7 HRM and strategy: Lessons learned -- _tAPPENDIX -- _tA2.1 Value creation: The Kano model
505	0	0	_aA2.2 Line of sightA2.3 Segmenting the workforce: Frameworks for differentiation -- _tQuadrant 1 (high value and high uniqueness) -- _tQuadrant 2 (high value and low uniqueness) -- _tQuadrant 3 (low value and low uniqueness) -- _tQuadrant 4 (low value and high uniqueness) -- _tA2.4 HR value chain: A diagnostic tool -- _t3: The more fits the better -- _t3.1 Introduction -- _t3.2 Traditional forms of fit -- _t3.3 Strategic fit -- _t3.3.1 Problems With Strategic Fit -- _t3.3.2 `Best Fit ́in Strategic Hrm as the Winner?
505	0	0	_a3.3.3 Two Sides of the Same Coin: Principles Versus Policies and Practices3.3.4 Strategic Capability: Focus on Implementation -- _t3.3.5 The Role of the HR Function in Achieving Strategic Fit -- _t3.4 Internal fit: The strength of interaction among HRM practices -- _t3.5 Organizational fit: Alignment with organizational systems and work systems -- _t3.6 Environmental fit: Applying an institutional perspective -- _t3.7 Macro-micro fit: Aligning the organizational and individual level -- _t3.7.1 The Bath Tub Model -- _t3.7.2 Signalling Theory -- _t3.8 Is `fit ́enough?
505	0	0	_a3.8.1 Fit and Performance3.9 Conclusions -- _t4: HRM in context: An institutional perspective -- _t4.1 Introduction -- _t4.2 HRM modelling: Why does context matter? -- _t4.3 The interaction between HRM and IR -- _t4.3.1 Constructive Criticism -- _t4.3.2 The Notion of Strategic Choice -- _t4.3.3 Different Rationalities -- _t4.4 Institutionalism and HRM -- _t4.5 Institutional theory and change -- _t4.5.1 TOWARDS A SYNTHESIS -- _t4.6 Summary and conclusion -- _t5: HRM and performance: Achievements and challenges -- _t5.1 Introduction -- _t5.2 Achievements to date
520	0		_aThe 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.
530			_a2 _ub
650		0	_aPersonnel management.
650		0	_aPerformance.
650		0	_aPerformance technology.
655		1	_aElectronic Books.
700	1		_aFarndale, Elaine, _e1
856	4	0	_zClick to access digital title | log in using your CIU ID number and my.ciu.edu password. _uhttpss://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1630769&site=eds-live&custid=s3260518
942			_cOB _D _eEB _hHF _m2017 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c77822 _d77822
902			_a1 _bCynthia Snell _c1 _dCynthia Snell