Table of contents - Special Issue: In search of balance – managing the dualities of HRM
Guest Editors: Paul Boselie, Chris Brewster, Jaap Paauwe
In search of balance – managing the dualities of HRM: an overview of the issues
Paul Boselie, Chris Brewster, Jaap PaauweThe purpose of this paper is to provide an overview of the human resource management (HRM) literature that builds up to our current concern with dualities, paradoxes, ambiguities…
Framing the implementation of HRM innovation: HR professionals vs line managers in a construction company
Tanya Bondarouk, Jan Kees Looise, Bart LempsinkThe purpose of this paper is to present the concept of human resource management (HRM) frames, to identify frame domains, and to explore their role in implementing HRM innovation…
Institutional pressures and HRM: developing institutional fit
Corine Boon, Jaap Paauwe, Paul Boselie, Deanne Den HartogResearch in strategic human resource management (HRM) has focused mainly on the effects of HRM practices or systems on organizational effectiveness. However, institutional theory…
Cross‐level effects of high‐performance work practices on burnout: Two counteracting mediating mechanisms compared
B. Kroon, K. van de Voorde, M. van VeldhovenThe purpose of this paper is to explore the impact of management practices – specifically, high‐performance work practices (HPWPs) – on employee burnout. Two potential mediating…
Flexibility practices, wages and productivity: evidence from Norway
Peter H. van der Meer, Kristen RingdalThe purpose of this paper is to test whether the use of numerical and functional flexibility practices in firms affect their performance.
Translating national policy changes into local HRM practices
Nicolette van Gestel, Daniel NybergThe purpose of this paper is to explore how a national policy on sickness absence management is translated by HR managers into local human resource management (HRM) practices by…
The relationships between team learning activities and team performance
Marianne van Woerkom, Marcel CroonThe purpose of this paper is to investigate how different team learning activities relate to different types of team performance as rated by team members and managers.
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton