Linking HRM and Performance
Linking HRM and Performance
It is important to open this debate, with some concerns. This area is riddled with problems, in definition, measurement, agreement, penetration into real life organisations and the shear variety of theories which cumulate to make HRM and performance an academic black hole. In order to produce a valid and realistic conclusion, we must appreciate that the large spectrum of theories in this area, greatly reduces the credibility of research as a whole in achieving a useful answer that can help organisations improve performance. This essay will identify and discuss the key issues surrounding this HRM and performance link and conclude the value of the theory to aid organisations in improving their performance through effective SHRM.
Terminology and Definitions
High performance model, high performance practices, high performance work systems, high-commitment work systems, high-involvement work systems, clearly the terminology is far from clear. These ‘labels’ are largely attributed to US Academics, with European scholars referring simply to HRM with a link to performance, (Guest, 1997; Paauwe, 2004). However, despite this the general content and substance of these terms addresses similar issues and so can be compared and contrasted in a theoretical discussion.
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