“This book delivers detailed and engaging contributions by leading authors An important point of distinction for the book is the emphasis on critical analysis of topics that matter in HRM I recommend it for advanced students and managers interested in HRM.” – Helen De Cieri, Professor of Management, Monash University, Australia “This revised edition provides a much-needed critical reflection on HRM covering the field’s most up-to-date challenges Questioning both content and context, we are provided with a deeper understanding of HRM than hitherto available to both professionals and scholars.” – Elaine Farndale, Associate Professor, The Pennsylvania State University, USA, and Tilburg University, The Netherlands “This wide-ranging critical text places human resource management appropriately in its broader social scientific and historical contexts It makes a distinctive and accessible contribution to the field and will appeal to many of those who seek a more reflective and critical approach to the subject.” – Richard Croucher, Professor of Comparative Employment Relations, Middlesex University Business School, UK, and Adjunct Professor, Norwegian School of Economics, Norway Human Resource Management Despite over three decades of debate around the nature of human resource management (HRM), its intellectual boundaries and its application in practice, the field continues to be dogged by a number of theoretical and practical limitations Written by an international team of respected scholars, this updated textbook adopts a critical perspective to examine the core management function of HRM in all its complexity – including its darker sides Human Resource Management: A Critical Approach opens with a critique of the very concept of HRM, tracing its development over time, and then systematically analyses the context of HRM, practice of HRM and international perspectives on HRM New chapters commissioned for this second edition look at HRM and the issues of diversity, migration, global supply chains and economic crisis This textbook is essential reading for advanced and inquisitive students of HRM, and for HRM professionals looking to deepen their understanding of the complexities of their field David G Collings is Full Professor of Human Resource Management and Associate Dean for Research at Dublin City University Business School, Ireland Geoffrey T Wood is Dean and Professor of International Business at Essex Business School, UK Leslie T Szamosi is Senior Lecturer and MBA Academic Director at the University of Sheffield International Faculty, CITY College, Greece Human Resource Management A Critical Approach Second Edition Edited by David G Collings, Geoffrey T Wood and Leslie T Szamosi Second edition published 2019 by Routledge Park Square, Milton Park, Abingdon, Oxon, OX14 4RN and by Routledge 711 Third Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2019 selection and editorial matter, David G Collings, Leslie T Szamosi and Geoffrey T Wood; individual chapters, the contributors The right of the David G Collings, Leslie T Szamosi and Geoffrey T Wood to be identified as the authors of the editorial material, and of the authors for their individual chapters, has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988 All rights reserved No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe First edition published by Routledge 2009 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Names: Collings, David G., editor | Wood, G (Geoffrey), editor | Szamosi, Leslie T., editor Title: Human resource management : a critical approach / edited by David G Collings, Geoffrey T Wood And Leslie T Szamosi Description: Second edition | Abingdon, Oxon ; New York, NY : Routledge, 2019 | Includes index Identifiers: LCCN 2018019061 | ISBN 9781138237544 (hbk) | ISBN 9781138237551 (pbk) Subjects: LCSH: Personnel management Classification: LCC HF5549 H78414 2019 | DDC 658.3—dc23 LC record available at https://lccn.loc.gov/2018019061 ISBN: 978-1-138-23754-4 (hbk) ISBN: 978-1-138-23755-1 (pbk) ISBN: 978-1-315-29955-6 (ebk) Typeset in Galliard by Apex CoVantage, LLC To Dad The best pal a guy could wish for D.G.C To Vicky, Alice and the Labradors G.T.W To my dearest wife, Katerina, my three angels, Maria-Lorna, Margarita and Dimitris, Dad (Gabor), and Giagia (Maroula) You give me wings to keep flying L.T.S Contents List of figures List of tables About the editors About the contributors Human resource management: a critical approach xii xiii xiv xvi D AVI D G C O L L INGS , GEO FFREY T WO O D A ND LESLIE T SZ AMOSI PART I HRM in changing organizational contexts 25 27 P H I L J O H N S O N A ND L ES L IE T S ZA MO S I Strategic HRM: a critical review 49 J AAP PAAU W E A ND CO RINE BO O N HRM and organizational performance 74 S TE P H E N W O OD HRM: an ethical perspective 98 M I C K F R Y ER HRM practices to diversity management: individualization, precariousness and precarity 117 D ARRE N T BA KER A ND EL IS A BET H K KEL A N Organizational outsourcing and implications for HRM FANG LEE COOKE 135 Index without obligation for 12; see also egalitarianism and equality faking, in recruitment and selection 225, 227–228 families: emerging market HRM consideration of 340, 341–342; family-owned and operated SMEs 195, 196, 197, 198, 201; international staffing effects on 385 financial issues: economic (see economic crises; economy); HRM-performance relationship 15, 17, 74–95, 263, 267–268; income and wages as (see income and wages); organizational context changes with 41; profitability as (see profitability); shareholder value as (see shareholder value maximization); soft HRM in face of 3, 5; strategic HRM relationship to 15, 17, 50, 55, 57–59, 63–65, 68, 74–95, 263, 267 five forces model 51 flexicurity 401 Fordism: attributes of employees under 304; bureaucratic organizational contexts for 29; HRM defined in tradition of 4; human resource planning and 239–240; industrial relations under 317, 319, 320–321 forecasting: balanced scorecard approach 249; best guess formalized managerial judgment 247; Delphi technique 248; demand 252; direct managerial input 246; historical ratios 247–248; human resource planning via 246–250, 252; hypothetical process analysisbased 248; nominal group technique 248–249; scenario analysis 249; unit 246–247 France: comparative HRM study of 364; emerging market HRM integration in 351; human resource development in 297, 298, 301; recruitment and selection in 226; work-sharing programmes in 400 Friedman, Milton 102 Fryer, Mick 17, 98 functionalist approach: to comparative HRM 367; to industrial relations 312, 317; neo-, to knowledge and knowledge management 173–174, 177; to strategic HRM 65 Future Orientated Job Analysis 217 417 gain-sharing schemes 288, 290 gender: diversity management by 117, 118, 128–129, 149, 181, 222, 338; downsizing effects by 404; emerging market HRM by 338; equal pay for equal work regardless of 289; global staffing limitations by 384; human resource development influenced by 302–303; job evaluation and 289; knowledge sharing influenced by 181; personnel management composition by 8; recruitment and selection based on 222; see also women General Electric 14 General Motors 397, 403 geocentric organizations 381–382 Germany: competition from 9; emerging market HRM integration in 351; employment security in 242; human resource development in 297–298, 301, 306; industrial relations in 137; minimum wage in 402; organizational outsourcing in 147; performance management in 265, 272; recruitment and selection in 228; shareholder value maximization in 388; SMEs in 202; supply chain reconfiguration and regulation in 164; work-sharing programmes in 400–401 gig working 257, 280–281, 292, 301–302, 408; see also casual work globalization: comparative HRM in discussion of 359, 365–367; emerging market HRM affected by 345, 352; HRM acceptance and competition with 10; organizational context changes with 31; organizational outsourcing fueled by 135, 149; recruitment and selection changes with 227–228; supply chain reconfiguration and regulation affected by 156, 159–161 global value chains 156–157, 159–163 Goldman Sachs 14 Google 226 Greece: downsizing in 403; recruitment and selection in 228 Grugulis, Irena 18–19, 295 Gubbins, Claire 18, 171 Gunnigle, Patrick 18, 262 Habermas, Jürgen 108–110 Harvard model 53, 54, 65 418 Index Harvard School HC BRidge® Decision Framework 250 headhunters 222 Hierarchy of Needs (Maslow) 2, 13, 16, 283 high commitment work systems: employee voice in 111; HRMperformance relationship in 76, 80–81; in SMEs 205–207, 206 high involvement work systems: employee voice in 111; HRMperformance relationship in 76, 79, 80–81, 85, 87–91; strategic HRM in 58 high performance work systems: HRM acceptance with 10; HRMperformance relationship in 75, 77, 78–80, 87; organizational contexts for 27, 33; strategic HRM in 57, 58 hiring see recruitment and selection historical ratios forecasting 247–248 holonic modelling: supply assessment via 254 Horowitz, Frank M 19, 337 hospitals: HRM-performance relationship in 78–79; human resource development in 303; organizational context in 38; strategic HRM in 58 HRM see human resource management HRM-performance relationship: AMO framework for 77–78, 79, 82–83, 87–88, 91–93; comparison of studies on 83–86; concepts underlying studies of 75–78; credibility challenges with 15; economic crises affecting 94–95; high involvement and commitment management studies of 76, 79, 80–81, 85, 87–91; holistic perspective on 94; human capital focus studies on 80; key studies on 78–93; lean production and 85, 87–89; longitudinal analysis of 87, 88–89; market and internal systems studies on 81–82; meta-analysis of mediators of 93; methodological problems in studies on 84–86; organizationally based mediator assessment studies of 92; overview of 17, 74–75, 93–95; performance management and 78–79, 80, 83, 263, 267–268; performance through people studies on 78–79; psychologically based mediator assessment studies of 91–92; strategic vs technical practices in 76, 79–80; testing competing hypotheses on 90–91; total quality management and 85, 87, 89, 90–91 HR planning see human resource planning human capital: emerging market HRM importance of 352–353; employment security importance to development of 242; HRM-performance relationship studies on 80; human capital theory on strategic HRM 56; organizational outsourcing affecting development of 144–145, 148; see also employees humanism 340–341 Human Relations school 2, 41 human resource development: apprenticeships for 298, 301; attributes labelled as skills affecting 303–305; complexities of, reflecting workplace realities 305–306; definition and description of 295–296; discrimination and 302–303; in emerging markets 346–349, 351–352; in expansive vs restrictive work environments 299, 300, 301; gig economy affecting 301–302; national or governmental intervention in 297–298; overview of 18–19, 295; work development in 298–301; worker development in 296–298 human resource management: applicability of, internationally 12–13; in changing organizational contexts 17, 27–41, 65–68, 92, 106, 112–113, 158, 159, 171, 175, 178–181, 182, 241–242, 399–403; comparative 19, 358–371; credibility challenges for 13–15; critical approach to 1–20; definition of 2–7, 7; disciplinary foundations of 15–17; diversity management and 17, 117–129, 149, 181, 201, 215–216, 222–223, 302–303, 338, 351; in economic crises 10–11, 19, 27, 75, 396–402; in emerging markets 19, 164, 337–353, 384; ethical perspectives on 17, 28–29, 33, 35, 98–114, 118, 128–129, 149, 204, 225; hard approach to 3–4, 7, Index 15; human resource development in 18–19, 295–306, 346–349, 351–352; human resource planning in 18, 238–258; industrial relations and 3, 6, 8, 12–13, 16–17, 19, 311–312, 324–330, 390–391; international 12–13, 19, 217, 220, 223, 227–228, 349–353, 358–371, 378–391; of knowledge and organizational learning 18, 31–32, 36–37, 51, 119, 146–147, 161, 171–185, 202, 216–217, 288, 296, 306; mainstream acceptance of 9–12; organizational outsourcing implications for 17–18, 38–39, 122, 135, 139–151, 157, 158, 159–162, 164, 255–256, 405, 407; organizational performance relationship with 15, 17, 74–95, 263, 267–268; overview of 1, 19–20; performance management in 18, 36, 57, 78–79, 80, 83, 262–276, 342, 343, 345; personnel management vs 6, 7, 7–9, 13–14, 15, 30, 74, 75; recruitment and selection in 18, 35–36, 57, 75, 77, 79, 83, 150, 200–201, 215–230, 241–242, 244, 346–349, 382–385, 401; reward management in 18, 36, 57–58, 76, 77, 79–80, 83, 119, 179–180, 183, 280–293, 342, 343, 345; rhetoric vs reality of 325–328; in small and medium-sized enterprises 18, 194–208, 383; soft approach to 2–4, 5, 7, 15; strategic 2–4, 5, 7, 8, 14–15, 17, 27–41, 49–69, 74–95, 199–200, 239, 244, 262–263, 266–267, 286–287; supply chains in economic crises and 18, 156–164 Human Resource Management 53 Human Resource Management Journal human resource planning: action plans for surplus and shortage management in 256–257, 257; demand assessment in 250–252; demographic considerations in 245–246; economic considerations for 241–242; employee rights perspective on 240, 241; employment security considerations in 242; evaluation stage of 244–246; forecasting in 246–250, 252; gig working eliminating need for 257; hard vs 419 soft 239; HR needs assessment to support strategies in 244; legitimacy via 240; organizational contexts for 241–242; organizational outsourcing in 255–256; overview of 18, 238, 257–258; philosophies towards and usage of 238–243; as post hoc justification for decisions 238, 241; process of 243, 243–257; for recruitment and selection 241–242, 244; shareholder-dominant vs Fordist models affecting 239–240; skills and training considerations for 240, 241–242, 250, 252, 254; strategy and 239, 244; supply assessment in 252–255; talent management and 250, 254; technological advances affecting 245; temporary workforce planning techniques in 255–256 Hungary, work-sharing programmes in 400 Huselid, Mark 15 Hyundai 341 ICICI Banking 341 income and wages: bonuses 287, 288, 291; collective bargaining and contracts on (see collective bargaining and contracts); commission-based 287; economic crises impacting 75, 402–403, 407; equal pay for equal work 289; ethical perspectives on 204; HRM concept in US emphasizing 13; HRM defined in relation to 3, 4, 5; HRM influence on, credibility challenges with 14; HRM-performance relationship tied to 75, 76, 79, 81, 83, 87, 90–91; input-based 288; labour exchange for 313, 314–315, 316; living wage 204, 402; minimum wages for 204–205, 280, 402–403; motivation-enhancing bundles in strategic HRM reflecting 57, 57; new pay approach to 289–292; organizational outsourcing affecting 137, 141–142; output-based or piecework 287–288; performance linked to 264, 265, 269, 272, 273, 280, 288, 290–292, 342, 345; populist backlash for lack of decent 1, 292; precarious work and 122, 124–125, 126–127, 160, 280–281, 292; reward management via 18, 36, 420 Index 57, 76, 77, 79–80, 83, 119, 179–180, 183, 280–293, 342, 343, 345; seniority-based 265; skill-based 288; in SMEs 204–205 Indaba 345 India: emerging market HRM in 338–341, 344, 346–347, 351, 384; organizational outsourcing to 138, 148, 149 individualism: agency and 120; diversity management group vs individual focus 117, 119, 121, 128–129; emerging market HRM based on 344; HRM acceptance and emergence of 10; HRM concept in US reflecting 12–13; HRM defined in relation to 5, 6, 9; industrial relations evolution emphasizing 321, 322; knowledge sharing influenced by 182–184; neoliberal perspectives on 120–121, 128; performance management with focus on 267; reward management based on 283; SME management and 207; supply chain reconfiguration and requirements of 160; see also autonomy Indonesia: emerging market HRM in 342; organizational outsourcing to 138 Industrial Betterment 41 industrial relations: crisis of 318–321; definition and description of 311, 312–313; disciplinary foundations of 16–17, 312, 313; economic shifts affecting 11, 321; employment contracts in 314–315, 319–320; employment relationship in 312–318; Fordist influences on 317, 319, 320–321; formal vs informal aspects of 318; future of 328–330; human resource management and 3, 6, 8, 12–13, 16–17, 19, 311–312, 324–330, 390–391; international HRM adoption of 390–391; labour regulation in 315–318, 323–324; levels of abstraction in 323–324; object of inquiry in 313–315; overview of 311–312; personnel management distinction from 8; social contract unravelling affecting 319–320; structure and agency in 322–323; theoretical critiques of 322–324; union relations and 3, 12–13, 137, 314, 319, 390; wagelabour exchange in 313, 314–315, 316 industrial sociology 16–17 information technology (IT) sector: emerging market HRM in 346, 351; human resource development in 297, 299; organizational outsourcing in 138–139, 142–143, 145–146, 147, 148, 149; strategic HRM in 59 Infosys 346 institutional perspective: on comparative HRM 368–370; on emerging market HRM 337–339, 349–350, 352–353; on industrial relations 311, 316–320, 323–324; on organizational outsourcing 150; SME HRM distinction from 194, 205; on strategic HRM 64, 65, 67 integrity tests 225 international human resource management: best practices in 349–350, 382; comparative study of 19, 358–371; context for 378–380; country of origin effects in 387–388; definition of 380; dominance effects in 388–389; emerging market HRM and 349–353, 384; ethnocentric 381; geocentric 381–382; global staffing in 382–385; host country effects in 389–390; industrial relations perspective on 390–391; international integration in 389; multinational management in 380–382; overview of 19, 378, 391; policy transfer in 385–390; polycentric 381; recruitment and selection in 217, 220, 223, 227–228, 382–385; regiocentric 382; in SMEs 383; standardization vs localization in 385–390; US HRM concept applicability in 12–13 International Monetary Fund (IMF) 345, 401, 402 internet: knowledge sharing via 184; recruitment and selection via 220–221, 222–223, 227 interviews, for recruitment and selection 226–227 Investors in People accreditation 79 involvement see high involvement work systems; participation, employee Ireland: economic crises effects in 403, 407; human resource development Index in 301, 306; personnel management defined in 8; SMEs in 206 iron cages, bureaucratic 28 Italy: human resource development in 306; industrial relations in 137 IT sector see information technology (IT) sector Japan: comparative HRM study of 371; competition from 9; emerging market HRM integration in 351; HRM practices in 342, 343, 344, 345–346; human resource development in 298; recruitment and selection in 228, 347, 401 job evaluation 288–289, 343 job security see employment security Johnson, Mathew 19, 396 Johnson, Phil 17, 18, 27, 112–113, 156 just-in-time production 85, 89, 321, 343 Kaler, John 103 Kant, Immanuel 102–103, 108 Kantian (deontological) theory 102–103, 104, 108 Keele University Kelan, Elisabeth K 17, 117 key performance indicators (KPIs) 74, 75, 77 Kinnie, Nick 296 Kispal-Vitai, Zsuzsa 18, 238 Klerck, Gilton 19, 311 knowledge and organizational learning: circulation or sharing of 177–184, 202; as competitive advantage 171, 172, 175–176; discourses and paradigms on 173–176; explicit 172–175, 177; human resource development via 296, 306; human resource management of 18, 31–32, 36–37, 51, 119, 146–147, 161, 171–185, 202, 216–217, 288, 296, 306; incentives and rewards for sharing 179–180, 183, 288; individual characteristics influencing sharing of 182–184; interpersonal relationships influencing 181–182; knowledge-learning convergence 176–177; knowledge management 172–177; learning-and-effectiveness paradigm for 119; learning leadership enhancing 36–37; learning school on strategy 51; organizational contexts 421 changed with 31–32, 171, 175, 178–181, 182; organizational culture valuing 175–176, 177, 178–181, 184; organizational outsourcing affecting 146–147; overview of 171–172, 184–185; psychological safety of sharing 180; recruitment and selection based on 216–217; scientific or neo-functionalist view of 173–174, 177; SMEs’s sharing of 202; social or constructivist view of 173, 174–177; supply chain reconfiguration and transfer of 161; tacit 171, 172–173, 174–176, 184; trust needed for sharing 180–181, 182–183 labor unions see unions Law Society 304–305 lean production 85, 87–89, 321, 343 learning, organizational see knowledge and organizational learning learning-and-effectiveness paradigm 119 learning leadership 36–37 learning school 51 legitimacy: access-and-legitimacy paradigm 119; bureaucratic 28, 31; financial 15; of hard HRM 4; human resource planning imparting 240; moral or ethical 15, 104–105, 107, 109–113; post-bureaucratic 37, 41; of reward management 281, 290; social 15; strategic HRM and 64, 65, 67 Levinas, Emmanuel 106 lifeworld, ethical perspectives on 109–110, 112 Linhares, Caroline 18, 156 LinkedIn 221 living wage 204, 402 loyalty see commitment, employee Malawi, emerging market HRM in 342–343 Malaysia, emerging market HRM in 342, 346 management see senior management management by objectives (MBO) approach 263–264 manufacturing sector: competition in 10; Fordism in 4, 29, 239–240, 304, 317, 320–321; hard vs soft HRM in 5; HRM-performance relationship in 85, 87–91; human resource development in 299, 301; 422 Index international HRM in 386; lean production in 85, 87–89, 321, 343; organizational outsourcing in 122, 136, 137, 149; precariousness of 122, 126; strategic HRM in 53, 58; Taylorism or Scientific Management in 4, 29, 41, 74–75, 76, 81, 251, 274, 287–288, 320; total quality management in 85, 87, 89, 90–91, 267 Marchington, Mick 111–112 Markov modelling 253–254 Maslow, Abraham 2, 13, 16, 283 Mayrhofer, Wolfgang 13, 19, 358 McDonald’s 4, 29, 285, 299, 306 McDonnell, Anthony 18, 262 McGregor, Douglas 2, 13 media, recruitment via 220–221 Meira, Juliana 18, 156 Mellahi, Kamel 19, 337 mentors, managers as 36 Mercadona meritocracy: diversity management removing obstacles to 119; emerging market HRM with 342, 344; ethical perspectives on 105; HRM concept in US reflecting 12; HRM-performance relationship in 83; neoliberal perspectives on 120, 128; reward management in 288 Mexico: emerging market HRM in 339; work-sharing programmes in 400 Michigan model 53, 54, 55 Michigan School Mill, John-Stuart 100 minimum wage 204–205, 280, 402–403 minorities see racial and ethnic minorities; women Miranda, Luiz 18, 156 MIT Future of the Automobile Project 87–88 Mittal Steel 341 Moore, G.E 101 moral perspectives see ethical perspectives motivation: AMO model including 56–58, 57, 77–78, 79, 82–83, 87–88, 91–93; cognitive ability tests influenced by 223–224; HRM-performance relationship influenced by 76, 77, 83, 88, 90–93; motivation-enhancing bundles in strategic HRM 57, 57–58; motivation theories 16, 283–285, 290–291; for organizational outsourcing 135, 136, 136–139; performance appraisal contributions to 271, 272; rewards as (see reward management) multinational corporations (MNCs): comparative HRM study of 358, 359, 360, 362, 367, 370; emerging market HRM in 337–353; ethnocentric 381; geocentric 381–382; global staffing in 382–385; HRM credibility in 14; international HRM in 19, 378–391; multinational management by 380–382; performance management in 272; policy transfer in 385–390; polycentric 381; regiocentric 382; supply chain reconfiguration and regulation in 156, 162–163 Murphy, Kevin R 18, 262 Naspers 341 National Employers Survey 87 neoliberalism: diversity management and 117, 119–121, 122, 128–129; precariousness vs employment security with 117, 122, 128, 242; supply chain reconfiguration and regulation with 159, 163 Netherlands: comparative HRM study of 364; work-sharing programmes in 400 networks: in post-bureaucratic organizational contexts 38–39, 159; SMEs in 197; social, knowledge sharing among 181–182; supply chain reconfiguration via 158–160 New Public Management ideology 137 Nietzsche, Friedrich 104–105, 107 Nissan 343 nominal group forecasting technique 248–249 normative culture see culture Norway: diversity management in 118; SMEs in 202 older workers: downsizing of 404; human resource planning with 245, 254–255; pensions for 4, 14, 245, 292; recruitment and selection of 228–229 organizational contexts, changing: autonomy in 32, 33–34, 36, 38, 39; Index best practices enabled or hindered by 400; bureaucratic 27, 28–31, 39, 39–41, 106, 158; communication improvements in 34, 36–38; control-consent dilemma in 36; cultural control in 34–38, 40–41, 175, 178–181; economic crises affecting 27, 41, 399–403; employee empowerment in 33–34, 36, 38; ethical and moral implications of 28–29, 33, 35, 106; globalization affecting 31; HRM-performance relationship tied to 92; human resource management in 17, 27–41, 65–68, 92, 106, 112–113, 158, 159, 171, 175, 178–181, 182, 241–242, 399–403; human resource planning in 241–242; knowledge and information affecting 31–32, 171, 175, 178–181, 182; legitimacy of 28, 31–32, 37, 41; network development and outsourcing in 38–39, 159; overview of 27, 39–41; participation or employee voice in 34, 36, 37, 112–113; post-bureaucratic 27, 31–41, 39, 92, 112–113, 159; rational-legal authority in 28, 29, 30, 40–41; shared general principles vs rules in 33; strategic HRM affected by 65, 66, 67–68; supply chain reconfiguration in 158, 159; task continuity in 29–30; temporary employment contracts in 38, 402; volatility, uncertainty, complexity, and ambiguity in 31, 33, 40, 171 organizational culture: cultural control in organizational contexts 34–38, 40–41, 175, 178–181; cultural school 51, 368; employee voice value in 112–113; equitable, diversity management for 119, 129; human resource planning consideration of 244; knowledge and organizational learning valued in 175–176, 177, 178–181, 184; Organizational Culture and Quality theory on 41; organizational outsourcing affecting 144; performance management reflecting 36, 267; supply chain reconfiguration and 159 organizational learning see knowledge and organizational learning 423 organizational outsourcing: of business processes 138, 145, 146, 148, 149; economic crises and changes in 148, 405, 407; employment security, terms, and conditions affected by 141–142, 145–146; ethical and diversity issues with 149; human capital development and career opportunities affected by 144–145, 148; of human resource management functions 149–151, 256; human resource management implications of 17–18, 38–39, 122, 135, 139–151, 140, 157, 158, 159–162, 164, 255–256, 405, 407; human resource planning for 255–256; innovation, knowledge transfer, and absorptive capability affected by 146–147; labour market effects of 147–148; in manufacturing sector 122, 136, 137, 149; offshore 122, 135, 137, 138–139, 148–149; overview of 135, 151; in post-bureaucratic organizational contexts 38–39; psychological impacts of 145–146; in public sector 136, 137–138, 144, 407; supply chain reconfiguration via 135–151, 157, 158, 159–162, 164; transaction cost economic model on 135, 150; trends and motives of 135, 136, 136–139; value chain restructuring with 139; worker representation affected by 137, 141, 146, 160–162; work organization and control affected by 142–144 organizational performance see financial issues; high performance work systems; HRM-performance relationship; profitability outsourcing see organizational outsourcing Paauwe, Jaap 17, 49 Parker, Martin 106 participation, employee: degree of 111–112; emerging market HRM consideration of 345; ethical perspectives on 17, 99, 108–113; form of 112; high involvement work systems supporting 58, 76, 79, 80–81, 85, 87–91, 111; HRM defined in relation to 6; HRMperformance relationship tied to 424 Index 75–79, 81–83, 88; HRM rhetoric vs reality of 326; industrial relations on 321, 390; level of 112; organizational contexts and 34, 36, 37, 112–113; power/involvement matrix 286; reward management consideration of 286; scope of 112; in SMEs 202–204; strategic HRM and 57; see also autonomy; empowerment, employee part-time work: economic crises leading to 407; precariousness of 122, 124, 125–126, 407; recruitment and selection for 228; in SMEs 206 pay see income and wages pensions 4, 14, 245, 292 performance management: contemporary developments in 273–275; critique of 266–270; definition of 263; in emerging markets 342, 343, 345; evolution of 263–264; feedback in 269, 270, 273–274; HRM-performance relationship tied to 78–79, 80, 83, 263, 267–268; human resource management of 18, 36, 57, 78–79, 80, 83, 262–276, 342, 343, 345; measurement criteria for 267–268, 268, 272, 275; motivation-enhancing bundles in strategic HRM reflecting 57, 57; organizational culture and 36, 267; overview of 262–263, 275–276; performance appraisal in 262, 263, 270–272, 273; principles or objectives of 264; process of 264–266, 265; as system of control 274–275; value of 269–270 personality tests 200, 225–226 personnel management: in bureaucratic organizational contexts 30; credibility challenges for 13–14; disciplinary foundations of 15; HRM vs 6, 7, 7–9, 13–14, 15, 30, 74, 75 Philippines, organizational outsourcing to 138, 145, 148 Pick n Pay Retailers 343 Pitney Bowes 14 planning see human resource planning; strategic human resource management planning school 51 Poland, emerging market HRM in 345–346 political school 51 polycentric organizations 381 Portugal: downsizing in 403; human resource development in 306 positioning school 51 post-bureaucratic organizational contexts: autonomy in 32, 33–34, 36, 38, 39; bureaucracies compared to 39; communication improvements in 34, 36–38; control-consent dilemma in 36; cultural control in 34–38, 40–41; employee empowerment in 33–34, 36, 38; ethical and moral implications of 33, 35; evolution and development of 31–33; HRM-performance relationship in 92; implications of for HRM 33–39; network development and outsourcing in 38–39, 159; overview of 39–41; participation or employee voice in 34, 36, 37, 112–113; shared general principles vs rules in 33; supply chain reconfiguration in 159; temporary employment contracts in 38 power: employees gaining (see empowerment, employee); ethical perspectives on 104–105, 109; industrial relations on power relation 313, 324, 390–391; knowledge sharing affecting 179–180, 183; organizational outsourcing and shifting of 142–144, 162; power/ involvement matrix 286; power school on strategy 51 precariousness: of at will employment 12; of casual work 123–125, 206, 257, 280–281, 292, 301–302, 408; diversity management affected by 117, 122–127, 128–129; economic crises leading to 407; of organizational rightsizing 126–127; of part-time work 122, 124, 125–126, 407; supply chain reconfiguration creating 160, 164; of temporary employment 38, 206, 255–256, 297, 402, 407; for younger workers 125; of zerohour employment contracts 38, 95, 122, 123–125, 143, 407; see also volatility, uncertainty, complexity, and ambiguity privatization 11, 127, 137–138, 144 process: business processes 138, 145, 146, 148, 149, 248; of downsizing, managing 404–405; of human Index resource planning 243, 243–257; hypothetical process analysis-based forecasting 248; of performance management 264–266, 265; process theory 284; of selection of candidates 222–227; social process paradigm 217–219; strategic HRM process model/element 53, 60, 61 Procter & Gamble 14 profitability: diversity management for 117, 118–119, 121, 122, 128–129; ethical perspective on 100; HRMperformance relationship for 75, 80; industrial relations consideration of 314; organizational context changes with 41; profit-sharing rewards 288, 290; rational choice economics on 16; soft HRM and 3, 5; strategic HRM and maximization of 50, 59, 63, 68, 74; see also shareholder value maximization psychology: HRM foundations in 15–16, 17; psychological contracts 102, 207, 284–285, 396; psychological effects of downsizing 404–405; psychological impacts of organizational outsourcing 145–146; psychologically based mediators of HRM-performance relationship 91–92; psychological safety of knowledge sharing 180; recruitment and selection based on 200, 216–217, 222, 225–226 public sector: economic crises effects in 404, 407; HRM changes with privatization of 11; international HRM in 359; organizational context of 40; organizational outsourcing in 136, 137–138, 144, 407; privatization of 11, 127, 137–138, 144; public-private partnerships 137–138, 144; recruitment and selection in 217; reward management in 281, 290 quality circles: HRM-performance relationship and 76, 83, 87, 90; industrial relations, HRM, and 321, 324, 325, 326, 328; organizational context for 38 quality management, total 85, 87, 89, 90–91, 267 QuikTrip 425 racial and ethnic minorities: diversity management with 118, 120, 121, 128–129, 149, 181, 222–223, 338, 351; emerging market HRM for 338, 344, 351; human resource development among 302–303; knowledge sharing by 181–182; neoliberal perspectives affecting 120, 121; recruitment and selection of 219, 222–223, 224, 225, 226, 229–230; SMEs run by 196, 197, 201 Ranbaxy Laboratories Limited 346 RAND Corporation 248 rationality: ethical perspective on 102–103; rational choice economics 16–17, 281; rational-legal authority 28, 29, 30, 40–41; recruitment and selection reflecting 216–217 RBV (resource-based view) 55–56, 60, 150, 172 Reagan government 10, 119 recruitment and selection: after layoffs, in economic crises 401; assessment centres in 227; attraction of candidates in 215–216, 220–222; attrition affecting 215, 216; cognitive ability tests in 222–224, 230; cultural influences on 223, 224, 226, 227–228; definition and description of 215–216; diversity management in 201, 215–216, 222–223; emergent issues and concerns for 227–230; emerging market HRM on 346–349; faking in 225, 227–228; global or international 217, 220, 223, 227–228, 382–385; headhunters in 222; HRM-performance relationship tied to 75, 77, 79, 83; human resource management of 18, 35–36, 57, 75, 77, 79, 83, 150, 200–201, 215–230, 241–242, 244, 346–349, 382–385, 401; human resource planning for 241–242, 244; integrity tests in 225; interviews in 226–227; knowledge, skills and abilities criteria in 216–217; media and internet role in 220–221, 222–223; older workers in 228–229; organizational contexts and culture shaped by 35–36; organizational outsourcing of 150; overview of 215; paradigms for 216–219; personality tests in 200, 225–226; person organization fit for 219, 221, 226, 229; 426 Index psychometric or predictivist paradigm for 216–217, 222; of racial and ethnic minorities 219, 222–223, 224, 225, 226, 229–230; realistic job previews in 220; research needed on 229–230; selection process 222–227; skill-enhancing bundles in strategic HRM supported by 57, 57; in SMEs 200–201; social process paradigm for 217–219; trust development in 218, 229–230; word of mouth role in 221; work samples in 224–225 regiocentric organizations 382 regression analysis models 251 replacement charts 253 resource-based view (RBV) 55–56, 60, 150, 172 reward management: administration of 288; collective vs individual contracts on 280, 282–283, 286; cultural control via 36; different pay strategies for 287–288; diversity management and 119; elements of 281; in emerging markets 342, 343, 345; employee commitment and 281, 285–286, 289, 292; employment contracts on terms of 280, 282–283, 284, 285; extrinsic and intrinsic rewards in 283–285; gig working affecting 280–281, 292; HRM-performance relationship tied to 76, 77, 79–80, 83; human resource management of 18, 36, 57–58, 76, 77, 79–80, 83, 119, 179–180, 183, 280–293, 342, 343, 345; job evaluation approach to 288–289, 343; knowledge and organizational learning incentives via 179–180, 183, 288; legitimacy of 281, 290; motivation-enhancing bundles in strategic HRM reflecting 57, 57–58; new forms of 292; new pay approach to 289–292; overview of 280–281, 292–293; performancebased 280, 288, 290–292, 342, 345; profit-sharing in 288, 290; rational economic man approach to 281; strategic HRM and 286–287; see also income and wages Richbell, Suzanne 18, 280 rights theory: as ethical perspective 101–102, 104; human resource planning and 240, 241 risk: economic crises associated with 281, 292, 399; ethical perspectives on 105; organizational context changes with 31; reward management and 281, 291, 292 Romania, work-sharing programmes in 400 Rubery, Jill 19, 396 Russia, emerging market HRM in 338, 339 SABMillar’s 345–346 Sartre, Jean-Paul 105–106, 107 Scandinavia: human resource development in 297; supply chain reconfiguration and regulation in 164; see also specific countries scenario analysis 249 Scientific Management 41, 74, 274, 287–288; see also Taylorism Scullion, Hugh 19, 378 Searle, Rosalind 18, 215 self-employment: economic crises and transition to 407, 408; gig working as 257, 280–281, 292, 301–302, 408; human resource development lack with 301–302; precariousness of 127; sole proprietorships for 196 senior management: cultural control by 34–38, 40–41, 175, 179; diversity management among 118, 222, 303; exposure to other people’s predicaments by 106–107; forecasting by 246, 247; in HRM, credibility of 13–15; income and rewards for 281, 293; international positions for 383–384, 387; knowledge and organizational learning valued by 175, 179, 183–184; leadership vs management by 36–37; learning leadership deployment by 36–37; organizational outsourcing affecting 151; paternalistic 4, 98, 203; performance management role of 266, 270–271; quasi-religious characterization of 37, 40; rational-legal authority of 28, 29, 30, 40–41; recruitment and selection of 218, 244; SMEs’s management style of 194, 196–197, 198–200, 202–203; succession planning for 79, 254–255, 269 sexual harassment 125 Index shareholder value maximization: credibility of HRM and 15; ethical perspectives on 100, 102; hard HRM on 4–5; HRM-performance relationship and 74–75, 94; human resource planning and 239–240; international influences and contexts for 387–388; organization contexts for 40, 387–388; rational choice economics on 16; reward management incentivizing 292; strategic HRM and 63, 74; see also profitability Singapore: competition from 9; HRM practices in 342, 346, 349 skill development see human resource development; training and education slave morality 104–105, 107 Slovakia, work-sharing programmes in 400 Slovenia: minimum wage in 402; worksharing programmes in 400 small and medium-sized enterprises (SMEs): bleak house perspective on 195, 196–197, 197, 198, 206; communication in 196, 202, 203, 206; definition and description of 195–196; dependent and dominated 197, 198, 206; diversity management in 201; economic importance of 194, 195–196; employee participation in 202–204; family-owned and operated 195, 196, 197, 198, 201; high commitment HRM in 205–207, 206; human resource management in 18, 194–208, 383; income and wages in 204–205; informality in 194, 196–197, 198–200, 201, 205, 207; international HRM in 383; isolated and innovative 197–198; knowledge and information sharing in 202; management style in 194, 196–197, 198–200, 202–203; overview of HRM in 194–195, 207–208; recruitment and training in 200–201; small is beautiful perspective on 195, 196, 197, 198; strategic HRM in 199, 199–200; teams in 203–204; theorizing about HRM in 196–200; union relationships with 197, 202–204, 208; WERS data on 199–200, 201, 202–203, 205, 207 social exchange theory 183 social identities 218–219, 229 427 social process paradigm 217–219 socio-economics: diversity management intersectionality with 128–129, 149; emerging market HRM reflecting 342, 344; HRM foundations in 16; precarious work and 125, 128 South Africa: emerging market HRM in 338–349; organizational outsourcing to 143; work-sharing programmes in 400 Southern Cross 397 South Korea: competition from 9; emerging market HRM in 338, 341, 342, 344, 349; recruitment and selection in 228; work-sharing programmes in 400 Spain: downsizing in 403; temporary employment in 402 Sports Direct 124–125 Sri Lanka, organizational outsourcing to 138 stability analysis 253 steel mills 80–81, 341 stock and flow models 252–253 Storey, John 20, 295–296 strategic human resource management: adaptation element of 2, 53, 61–62; agility element of 62–63; AMO model of 56–58, 57; best practices vs best fit approaches to 58–59; classical approaches to 50, 55, 59, 60; competitive elements of 51, 52, 53, 55–56, 59, 60–61, 65, 67, 69; content model/element of 53, 55, 60, 61; contextual framework for 65, 66, 67–68; credibility challenges for 14–15; dynamic capabilities and 52, 53, 61–63, 67–68; empowermentenhancing bundles in 57, 57–58; financial performance and 15, 17, 50, 55, 57–59, 63–65, 68, 74–95, 263, 267; Harvard model of 53, 54, 65; HRM defined as 2–4, 5, 7, 8; human resource planning and 239, 244; implementation element of 60–61, 67; inside-out approaches to 55–56, 56, 63; institutional theory on 64, 65, 67; Michigan model of 53, 54, 55; motivation-enhancing bundles 57, 57–58; organizational performance relationship with 15, 17, 74–95, 263, 267–268; outside-in approaches to 51, 55, 56, 63; overview of 17, 49, 428 Index 68–69; performance management in 57, 57–58, 262–263, 266–267; personnel management vs 7, 8; process model/element of 53, 60, 61; resource-based view of 55–56, 60; reward management in 286–287; skill-enhancing bundles in 57, 57–58; in SMEs 199, 199–200; strategic fit and 49, 55–63, 56, 67; strategy approaches and 49–53, 52; synthesized framework for 52, 52–53, 63–68, 64, 66; technical practices vs 76, 79–80; traditional approaches in 53–60, 54; workforce scalability and 63 strengths, weaknesses, opportunities, threats (SWOT) analysis 51 succession planning 79, 254–255, 269 Sudan, emerging market HRM in 344 Sun International Hotels 343 supply assessment: action plans based on 256–257, 257; external supply data 255; holonic modelling 254; in human resource planning 252–255; internal supply data 252–253, 255; Markov modelling 253–254; replacement charts 253; skills inventory 252; stability analysis 253; stock and flow models 252–253; succession planning 254–255; systems approach 254; wastage analysis 253 supply chain reconfiguration and regulation: for competitive advantage 156, 157–159; in economic crises 18, 156–164; employment conditions with 160–163, 163; global value chains in 156–157, 159–163; interorganizational relationships in 157, 158, 161; networks in 158–160; organizational outsourcing and 135–151, 157, 158, 159–162, 164; overview of 156–157, 163–164; precariousness with 160, 164; SMEs in 194, 197; transactional or relational characterization of 161 sweatshop model 4–5, 11, 124, 275 Sweden, performance management in 272 Switzerland, work-sharing programmes in 400 SWOT (strengths, weaknesses, opportunities, threats) analysis 51 symbolic egalitarianism 75 systems approach 65, 174, 254, 322 Systems Rationalization 41 Szamosi, Leslie T 1, 17, 27 Taiwan: competition from 9; emerging market HRM in 342, 344, 346; human resource development in 298; recruitment and selection in 228 talent management 250, 254, 347–348 Tata Corporation 341 Taylorism: bureaucratic organizational contexts for 29; HRM defined in tradition of 4; industrial relations under 320; performance management shared elements with 274; reward management based on 287–288; traditional HRM methods based on 74–75, 76, 81; work-study approach 251 teams: emerging market HRM and 345; HRM-performance relationship tied to 75, 76, 78, 79, 87, 89, 90; HRM rhetoric vs reality of 326; organizational context supporting 34, 38, 39; performance management with focus on 267, 272; reward management based on performance of 288, 290, 345; in SMEs 203–204; strategic HRM implementation with 60–61, 63 technological advances: big data and 245; diversity management affected by 122; emerging market HRM affected by 343; HRM acceptance and competition due to 10; HRMperformance relationship influenced by 76; human resource development affected by 302; human resource planning evaluation of 245; in knowledge management 174; organizational contexts changing with 31, 32; post-crisis HRM and 408–402; recruitment and selection changes due to 221, 222–223, 227; supply chain reconfiguration enabled by 158; see also information technology (IT) sector temporary work: economic crises and use of 402, 407; human resource development in 297; human resource planning for 255–256; organizational contexts for 38, 402; in SMEs 206 TenCent 341 Index Thailand, emerging market HRM in 342 Thatcher government 10–11, 119, 282 theory of planned behavior (TPB) 183–184 Theory Y (McGregor) 2, 13 time series analysis 250, 251 Tobin’s q 80, 83 total quality management (TQM) 85, 87, 89, 90–91, 267 Toyota 343 TPB (theory of planned behavior) 183–184 TQM (total quality management) 85, 87, 89, 90–91, 267 Trade Joe’s trade unions see unions training and education: bureaucratic minimal levels of 30; complexity of need for 305–306; cultural control via 36; diversity management use of 121; economic crises affecting 405–406; HRM-performance relationship tied to 75, 76, 77, 78–79, 83, 87, 89, 90, 93; human resource development via 18–19, 295–306, 346–349, 351–352; human resource planning in relation to 240, 241–242, 250, 252, 254; organizational outsourcing affecting opportunities for 145; organizational outsourcing of 150; performance management identifying need for 269, 272; precarious work and lack of 125, 126, 301–302; recruitment and selection based on 216–217, 218, 222–225, 346–349; reward management tied to 285, 288; skillenhancing bundles in strategic HRM 57, 57–58; skills inventory 252; in SMEs 200–201; talent management and 250, 254, 347–348; vocational or technical 297, 305 transaction cost economic model 135, 150, 367 trust: economic crises and downsizing affecting 407; HRM rhetoric vs reality of 326; knowledge sharing reflecting 180–181, 182–183; recruitment and selection goals of developing 218, 229–230; in SMEs, employee perceptions of 207; social contract expectations of 315 Turkey, work-sharing programmes in 400 429 Uber 196, 302 Ubuntu 338, 340, 342, 344, 348, 351 UDHR (Universal Declaration of Human Rights) 101 uncertainty see precariousness; volatility, uncertainty, complexity, and ambiguity unions: collective bargaining and contracts with (see collective bargaining and contracts); economic crises affecting 402–403, 406; emerging market HRM and relations with 340; employee voice via 111, 112, 406; HRM acceptance and relations with 10–11; HRM approach to relations with 3, 4, 5, 9, 12–13, 326; HRM-performance relationship with 77; industrial relations with 3, 12–13, 137, 314, 319, 390; international HRM and relations with 386; organizational outsourcing weakening 137, 141, 146, 160–162; personnel management defined in relation to 8; reduced power of for diversity management 120, 122; reward management terms with 280, 282–283, 286, 288–289; SMEs’s relationships with 197, 202–204, 208; supply chain reconfiguration and regulation affecting 160–163 unitarism: emerging market HRM reflecting 344; HRM defined in relation to 9; HRM underpinnings of, acceptance based on 11, 329; industrial relations evolution with 321; international HRM critiques related to 390; performance management ideology of 265; SME ideology of 203 United Kingdom: comparative HRM study of 360, 369; demographics of 245–246; economic crises and shifts effects in 10, 403, 406–408; emerging market HRM integration in 351; gig working in 257; HRM acceptance in 9–12; HRM credibility in 14; HRM defined in 2, 5; HRM disciplinary foundations in 17; HRM-performance relationship in 78–79, 89–91, 92, 94; human resource development in 295–297, 298, 301; international HRM and 384; National Living Wage 430 Index in 204; National Minimum Wage in 204–205; neoliberalism in 119 (see also Thatcher government); organizational outsourcing in 136, 137–138, 141–143, 147; performance management in 265, 272; personnel management defined in 8; precarious work in 123–126, 127, 257; recruitment and selection in 226; reward management in 280, 282–283, 284, 288, 289, 290, 292–293; shareholder value maximization 387–388; SMEs in 195, 202, 204–205, 206; WERS data from (see Workplace Employee Relations Surveys) United States: American Dream in 12; bureaucratic organizational context in 28; comparative HRM study of 361–362, 363–364, 367, 369, 371; demographics of 245–246; diversity management in 118–119; economic crises in 399, 402; emerging market HRM integration in 351; gig working in 257; HRM acceptance in 9–12; HRM concept specific to 12–13; HRM defined in 3, 5; HRM-performance relationship in 81–83, 87, 92, 94; human resource development in 297, 298, 301, 305; international HRM and 379, 384, 386, 387–388; minimum wage in 402; neoliberalism in 119 (see also Reagan government); organizational outsourcing in 136, 137; performance management in 265, 272; personnel management defined in 7; precarious work in 126–127, 257; recruitment and selection in 226, 228; reward management in 280, 292–293; shareholder value maximization 387–388; strategic HRM in 63–64; work-sharing programmes in 400 unit forecasting 246–247 Universal Declaration of Human Rights (UDHR) 101 universalist perspective: best practice HRM based on 58–59, 343, 344, 349–350, 362, 382, 400; comparative HRM paradigm of 358, 361–362; disciplinary foundation of HRM based on 16; emerging market HRM distinction from 339, 349; ethical perspectives reflecting 99, 101, 103, 104, 107; false 363; industrial relations and 322; organizational context for 33; performance management based on 276; recruitment and selection tools reflecting 228; reward management and 283, 284; SME HRM and 196, 198; strategic HRM and 58, 60 Uruguay, work-sharing programmes in 400 utilitarianism 99–101, 104 van Agtmael, Antoine 339 Varieties of Capitalism (VOC) literature 241, 242 Vietnam, organizational outsourcing to 138 voice, employee 82, 99, 111–113, 286, 406 volatility, uncertainty, complexity, and ambiguity (VUCA) 31, 33, 40, 76, 122, 171, 339; see also precariousness Wachovia 256 wages see income and wages Walmart 4, 5, 285 wastage analysis 253 Wilkinson, Adrian 18, 194 women: diversity management with 117, 118, 121, 125–126, 127, 128–129, 149, 181, 338; downsizing affecting 404; emerging market HRM for 338; human resource development among 302–303; international opportunities for 384; knowledge sharing by 181–182; neoliberal perspectives affecting 121; organizational outsourcing opportunities for 149; in personnel management 8; precarious work for 125–126, 127; in SMEs 201, 206; see also gender Wood, Geoffrey T 1, 18, 156, 238, 280 Wood, Stephen 15, 17, 74 word of mouth recruitment 221 Workforce 2000 report 119 workforce scalability 63 Workplace Employee Relations Surveys (WERS): description of 208n1; on Index HRM credibility challenges 14; on HRM-performance relationship 90; on SMEs 199–200, 201, 202–203, 205, 207 work samples 224–225 work-sharing programmes 400–401 work-study 251 World Bank 345, 401 431 Yahoo 14 younger workers: downsizing of 404; human resource planning with 245–246, 254–255; organizational outsourcing to 146, 148; precarious work for 125 zero-hour employment contracts 38, 95, 122, 123–125, 143, 407 ... Development Canada, Industry Canada and KPMG Management He is a highly sought-after speaker and workshop leader in the areas of HRM, specializing in change management and organizational development, and... way HRM enters the mainstream It is generally agreed that human resource management gained mainstream acceptance as an approach toward people management, particularly in the UK and the US, in the... the Human Resource Management Journal and the Irish Journal of Management He is also permanent chair of the European Institute for Advanced Studies in Management s workshop on talent management