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Fundamentals of HRM
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Fundamentals of HRM

Four Volume Set
Edited by:
November 2007 | 1 576 pages | SAGE Publications Ltd
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Human Resource Management as an international focus for research and practice is a well established and respected branch of management science. The articles in this four volume set are drawn from the best scholarship in the field and comprehensively cover the central currents of HRM as a discipline as well as reflecting its historical development.

Advised by a panel of eminent HRM scholars, Neil Anderson has selected a collection of classic and field defining articles. It includes:

  • Volume I: HRM Defined and in Organization Context
  • Volume II: HRM Practices and Procedures I
  • Volume III: HRM Practices and Procedures II
  • Volume IV: Key Debates and the Future of HRM Globally


This exciting major work will be an invaluable research tool for students, researchers, and scholars in HRM.

 
Volume One
HRM Defined and in Organizational Context

 
 
PART ONE: THE HISTORY AND UTILITY OF HRM
R S Schuler and I C MacMillan
Gaining a Competitive Advantage through Human Resource Management Practices
D Guest
Human Resource Management and Industrial Relations
D Ulrich
Organizational Capability as Competitive Advantage
Human Resource Professionals as Strategic Partners

 
M A Huselid
The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance
S E Jackson and R S Schuler
Understanding Human Resource Management in the Context of Organizations and Their Environments
 
PART TWO: PERSPECTIVES AND THEORETICAL APPROACHES
B Schneider
The People Make the Place
P M Wright and G C McMahan
Theoretical Perspectives for Strategic Human Resource Management
D Guest
Human Resource Management and Performance
A Review and Research

 
T Keenoy
Review Article
HRMism and the Languages of Re-Presentation

 
P Gooderham, O Nordhaug and K Ringdal
Institutional and Rational Determinants of Organizational Practice
Human Resource Management in European Firms

 
D E Bowen and C Ostroff
Understanding HRM-Firm Performance Linkages
The Role of the 'Strength' of the HRM System

 
J Godard
A Critical Assessment of the High Performance Paradigm
W Mayrhofer and C Brewster
European Human Resource Management
Researching Developments over Time

 
 
PART THREE: INTERNATIONAL HRM
D Guest
Human Resource Management and the American Dream
R S Schuler
Strategic Human Resource Management
Linking the People with the Strategic Needs of the Business

 
R S Schuler, P J Dowling and H De Cieri
An Integrative Framework of Strategic International Human Resource Management
C Brewster, P Sparrow and H Harris
Towards a New Model of Globalizing HRM
R S Schuler and S E Jackson
A Quarter-Century Review of Human Resource Management in the US
The Growth in Importance of the International Perspective

 
 
Volume Two
HRM Practices and Procedures I

 
 
PART ONE: SELECTION AND SOCIALIZATION OF EMPLOYEES
P R Sackett and G F Dreher
Constructs and Assessment Center Dimensions
Some Troubling Empirical Findings

 
M R Barrick and M K Mount
The Big Five Personality Dimensions and Job Performance
A Meta-Analysis

 
C Ostroff and S W J Kozlowski
Organizational Socialization as a Learning Process
The Role of Information Acquisition

 
F L Schmidt and J E Hunter
The Validity and Utility of Selection Methods in Personnel Psychology
Practical and Theoretical Implications of 85 Years of Research Findings

 
 
PART TWO: PERFORMANCE MEASUREMENT AND MANAGEMENT
H S Feild and W H Holley
The Relationship of Performance Appraisal System Characteristics to Verdicts in Selected Employment Discrimination Cases
A S DeNisi, T P Cafferty and B M Meglino
A Cognitive View of the Performance Appraisal Process
Model and Research Propositions

 
N Napier and G P Latham
Outcome Expectancies of People Who Conduct Performance Appraisals
W C Borman and S J Motowildo
Expanding the Criterion Domain to Include Elements of Contextual Performance
D N Den Hartog, J P Boselie and J Paauwe
Performance Management
A Model and Research Agenda

 
M A Griffin, A Neal and S K Parker
A New Model of Work Role Performance
Positive Behavior in Uncertain and Interdependent Contexts

 
 
PART THREE: COMPENSATION AND PAYMENT SYSTEMS
C L Weber and S L Rynes
Effects of Compensation Strategy on Job Pay Decisions
S L Fraser, S F Cronshaw and R A Alexander
Generalizability Analysis of a Point Method Job Evaluation System
A Field Study

 
P M Wright et al
Productivity and Extra-Role Behavior
The Effects of Goals and Incentives on Spontaneous Helping

 
 
PART FOUR: HUMAN RESOURCES DEVELOPMENT
D L Kirkpatrick
Evaluating Training Programs
Evidence versus Proof

 
R A Guzzo, R D Jette and R A Katzell
The Effects of Psychologically Based Intervention Programs on Worker Productivity
A Meta-Analysis

 
P L Ackerman
Individual Differences in Skill Learning
An Integration of Psychometric and Information Processing Perspectives

 
S K Parker, T D Wall and P R Jackson
That's Not My Job
Developing Flexible Employee Work Orientations

 
 
Volume Three
HRM Practices and Procedures II

 
 
PART ONE: TEAMWORKING AND WORK GROUPS
D Tijosvold
The Dynamics of Interdependence in Organizations
C J G Gersick
Time and Transition in Work Teams
Toward a New Model of Group Development

 
S W J Kozlowski and B S Bell
Work Groups and Teams in Organizations
D van Knippenberg, C K W De Dreu and A C Homan
Work Group Diversity and Group Performance
An Integrative Model and Research Agenda

 
 
PART TWO: LEADERSHIP AND COMMUNICATION
B M Bass
Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?
D N Den Hartog et al
Culture-Specific and Cross-Culturally Generalizable Implicit Leadership Theories
Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?

 
R G Lord, C L De Vader and G M Allinger
A Meta-Analysis of the Relationship between Personality Traits and Leadership Perceptions
An Application of Validity Generalization Procedures

 
 
PART THREE: INNOVATION AND CREATIVITY
T M Amabile
The Social Psychology of Creativity
A Componential Conceptualization

 
M Frese et al
Personal Initiative at Work
Differences between East and West Germany

 
N R Anderson and M A West
Measuring Climate for Work Group Innovation
Development and Validation of the Team Climate Inventory

 
 
PART FOUR: ORGANIZATION CULTURE, CLIMATE AND PERFORMANCE
B M Meglino, E C Ravlin and C L Adkins
A Work-Values Approach to Corporate Culture
A Field Test of the Value Congruence Process and Its Relationship to Individual Outcomes

 
S L Robinson and D M Rousseau
Violating the Psychological Contract
Not the Exception but the Nor

 
J Langan-Fox and P Tan
Images of a Culture in Transition
Personal Constructs of Organizational Stability and Change

 
B Schneider, A N Salvaggio and M Subirats
Climate Strength
A New Direction for Climate Research

 
 
PART FIVE: STRESS, BURNOUT AND ORGANIZATION HEALTH
R Karasek
Job Demands, Job Decision Latitude and Mental Strain
C Maslach and S E Jackson
The Measurement of Experienced Burnout
S Folkman and R S Lazarus
The Relationship between Coping and Emotion
Implications for Theory and Research

 
J R Edwards and C L Cooper
The Person-Environment Fit Approach to Stress
J M George and A P Brief
Feeling Good-Doing Good
A Conceptual Analysis of Mood at Work-Organizational Spontaneity Relationship

 
P M Hart
Predicting Employee Life Satisfaction
A Coherent Model of Personality, Work and Non-Work Experiences and Domain Satisfactions

 
 
Volume Four
Key Debates and the Future of HRM Globally

 
 
PART ONE: THE UTILITY OF HRM REVISITED: ALTERNATIVE PERSPECTIVES
W F Cascio
Whither Industrial and Organizational Psychology in a Changing World of Work?
B Becker and B Gerhart
The Impact of Human Resource Management on Organizational Performance
Progress and Prospects

 
J Purcell
Best Practice and Best Fit
Chimera or Cul-de-Sac

 
M A West et al
The Link between the Management of Employees and Patient Mortality in Acute Hospitals
T D Wall and S J Wood
The Romance of Human Resource Management and Business Performance, and the Case for Big Science
 
PART TWO: HRM AND ORGANIZATION STRATEGY
R S Schuler and S E Jackson
Linking Competitive Strategies with Human Resource Management Practices
B E Ashforth and F Mael
Social Identity Theory and the Organization
J Delery and H Doty
Modes of Theorizing in Strategic Human Resource Management
Tests of Universalistic, Contingency and Configurational Performance Predictions

 
J E Delery
Issues of Fit in Strategic Human Resource Management
Implications for Research

 
P M Wright, B B Dunford and S A Snell
Human Resources and the Resource-Based View of the Firm
T J Watson
Strategists and Strategy-Making
Strategic Exchange and the Shaping of Individual Lives and Organizational Futures

 
 
PART THREE: THE DEMISE OF PERSONNEL MANAGEMENT AND THE FUTURE OF HRM
R E Walton
From Control to Commitment in the Workplace
M Marchington and I Grugulis
'Best Practice' Human Resource Management
Perfect Opportunity or Dangerous Illusion?

 
M M Novicevic and M Harvey
The Changing Role of the Corporate HR Function in Global Organizations of the Twenty-First Century
K L Rogg et al
Human Resource Practices, Organizational Climate and Customer Satisfaction
R W Beatty, M A Huselid and C E Schneier
New HR Metrics
Scoring on the Business Scorecard

 

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