Explaining the performance of human resource management / Steve Fleetwood, Anthony Hesketh.

By:

Fleetwood, Steve, 1955-

Contributor(s):

Hesketh, Anthony

Material type: Text

TextPublication details: Cambridge ; New York : Cambridge University Press, 2010.Description: 1 online resource (xvii, 342 pages)Content type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9780511789472
0511789475
9780511781100
0511781105
9780521699358
0521699355
1107210704
9781107210707
0511848560
9780511848568
1282725033
9781282725034
9786612725036
6612725036
0511788746
9780511788741
0511786875
9780511786877
0511785739
9780511785733
0511788010
9780511788017

Subject(s):

Genre/Form:

Additional physical formats: Print version:: Explaining the performance of human resource management.DDC classification:

658.3 22

LOC classification:

HF5549 .F574 2010eb

Other classification:

85.62

Online resources:

Click here to access online

Contents:

Part I. HRM and Organisational Performance Today: 1. Crisis? What crisis?; 2. Tracking the emergence of the human resource management-performance link paradigm -- Part II. Meta-Theorising the HRM-P Link: 3. The state of contemporary research on the HRM-performance link: a technical analysis; 4. Scientism: the meta-theory underlying empirical research on the HRM-P link; 5. Prediction, explanation and theory; 6. Critical realism: a meta-theory for analyzing HRM and performance -- Part III. Reflexive Performance: 7. Putting critical realism to work.

Summary: "Human resource departments increasingly use the statistical analysis of performance indicators as a way of demonstrating their contribution to organisational performance. In this book, Steve Fleetwood and Anthony Hesketh take issue with this 'scientific' approach by arguing that its preoccupation with statistical analysis is misplaced because it fails to take account of the complexities of organisations and the full range of issues that influence individual performance. The book is split into three parts. Part I deconstructs research into the alleged link between people and business performance by showing that it cannot explain the associations it alleges. Part II attributes these shortcomings to the importation of spurious 'scientific' methods, before going on to suggest more appropriate methods that might be used in future. Finally, Part III explores how HR executives and professionals understand their work and shows how a critical realist stance adds value to this understanding through enhanced explanation"-- Provided by publisher.

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Holdings
Item type	Home library	Collection	Call number	Materials specified	Status	Date due	Barcode
Electronic-Books	OPJGU Sonepat- Campus	E-Books EBSCO			Available

Includes bibliographical references (pages 293-337) and index.

"Human resource departments increasingly use the statistical analysis of performance indicators as a way of demonstrating their contribution to organisational performance. In this book, Steve Fleetwood and Anthony Hesketh take issue with this 'scientific' approach by arguing that its preoccupation with statistical analysis is misplaced because it fails to take account of the complexities of organisations and the full range of issues that influence individual performance. The book is split into three parts. Part I deconstructs research into the alleged link between people and business performance by showing that it cannot explain the associations it alleges. Part II attributes these shortcomings to the importation of spurious 'scientific' methods, before going on to suggest more appropriate methods that might be used in future. Finally, Part III explores how HR executives and professionals understand their work and shows how a critical realist stance adds value to this understanding through enhanced explanation"-- Provided by publisher.