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 6: Employee Relations Subsystem
Employee Relations Subsystem
Whereas in the previous two chapters we focused on highly tangible strategic subsystems having to do with staffing and development and appraisal and rewards, in this chapter our focus is on a subsystem that revolves around such amorphous concepts as psychological contracts, voicing, justice, and social identity. More important, our focus is on a subsystem that, to a large extent, underlies many of the strategic options discussed in the previous two chapters. Specifically, our focus in this chapter is on the employee relations subsystem, a rather broad collection of frameworks, policies, and practices that together play a key role in the definition and maintenance of core organizational values and philosophies.
In the first part of this chapter, we begin by describing ...