People Management and Performance

Abstract

Do human resource management practices actually work? Debate has raged among practitioners and academics as to the validity of HRM theory in improving organisational performance. Indeed, while the rise of the knowledge-based economy means there is a greater reliance on getting the right people for the right jobs, increasing outsourcing has seen the HRM function itself come under serious threat. In this context, this ground-breaking study exploring the real-life effects of HRM policies is both fascinating and timely. Sponsored by the Chartered Institute of Personnel and Development in the UK, John Purcell and his team from the University of Bath directly examine the experiences of a range of employees, both line managers and front-line staff, working for high profile organisations, including Tesco, Nationwide and Selfridges. Using empirical data from over 1000 in-depth interviews, research projects conducted between 1999 and 2007 create a new theoretical model which answers two very important questions: What are the links between strategic HR and business performance? • How and why are HR practices linked to performance? • Moving away from the rhetoric of so much HRM debate and research, People Management and Performance explores what actually creates organisational commitment for different occupational groups, as well as the particular needs of professional knowledge workers. These are then linked to different HR practices and to the performance and productivity of specific aspects of the different businesses. This is a vital new contribution to this area of study. It will prove invaluable to all students of HRM and business and management, as well as practitioners working in the field.