Human Resource Management and Performance
Tilburg University - Faculty of Social and Behavioural Sciences; Utrecht University of Applied Sciences
Erasmus University Rotterdam (EUR) - Erasmus School of Economics (ESE); Erasmus Research Institute of Management (ERIM)
VU University Amsterdam
October 30, 2000
ERIM Report Series Reference No. ERS-2000-46-ORG
The relationship between Human Resource Management (HRM) and performance of the firm has been a hot debated topic in the field of HRM/IR for the last decade. Most scientific research on this topic originates from the USA. In our paper we will give an overview of recent USA-based research outcomes as a frame of reference for presenting recent findings from the Netherlands in this respect. These Dutch findings are interesting and contrasting USA-based approaches because they reflect the Western-European model for industrial relations or the so-called Rhineland model. A model in which legislation, institutions andstakeholders like workscouncils and trade unions play an important role in shaping HRM policies and practices. So the very often proclaimed relationship between corporate strategies, aligned HRM policies and their subsequent effect on performance is in a Dutch setting mitigated by institutions and stakeholders inside and outside the organization.
Number of Pages in PDF File: 37
Keywords: human resource management, performance, institutionalism, HRM theory, overview
JEL Classification: M, M10, L2, M12working papers series
Date posted: August 26, 2006
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