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Other Organizational Perspectives on the Contribution of Human Resources Management to Organizational Performance

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Organizational Management

Abstract

Human resources management (HRM) has been an object of study and reflection at both theoretical and practical levels. In fact, it is common to find references in the literature to a dichotomy of analysis and perceptions between academics and practitioners (Gates & Langevin, 2010; Buller & McEvoy, 2012; Winkler et al., 2013). The considerable intensification of research in this field is a consequence of diverse debates which emerged around the concept and object of HRM (Legge, 1995; Kaufman, 2001; Gates & Langevin, 2010). Among these debates are questions such as: the transverseness attributed to HRM in the organizational field (Paawe, 1996; Keating et al., 2000; Ribeiro, 2003; Cunha et al., 2010); and the connection between HRM and organizational performance (Wright et al., 2005; Prowse & Prowse, 2010; Stavrou et al., 2010; Buller & McEvoy, 2012; Sirca et al., 2013; Bednall et al., 2014).

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Authors
  1. João Leite Ribeiro
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  2. Delfina Gomes
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Editor information

Editors and Affiliations

  1. University of Minho, Portugal

    Carolina Machado

  2. University of Aveiro, Portugal

    J. Paulo Davim

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© 2016 João Leite Ribeiro and Delfina Gomes

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Ribeiro, J.L., Gomes, D. (2016). Other Organizational Perspectives on the Contribution of Human Resources Management to Organizational Performance. In: Machado, C., Davim, J.P. (eds) Organizational Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137473080_4

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