Human Resource Strategy provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review twenty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. The authors present much of the relevant research in the context of the critical strategic decisions that executives must actually make with regard to human resource investments and deployments. As a result, often complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners.
Chapter 1: Introduction
Over the long run, the influence of human resource management professions in organizations rises and falls depending on how well they anticipate and respond to changing external and internal forces that shape employment relationships. Kochan (1997, p. 1)
Origins of HR Strategy Research
The nature of human resource management (HRM) has shifted dramatically since its establishment as the discipline of personnel administration in the first quarter of the 20th century. Emerging from the function of “welfare secretary” at the turn of the century and encouraged by Frederick Taylor's disciples in the 1920s, personnel management was grounded in the emerging paradigm of industrial psychology and was viewed as a possible solution to such nagging problems as worker inefficiency and worker unrest (Barley & Kunda, 1992). Regarding the ...