Jaap Paauwe – författare

The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of 'performance' that has been largely driven by a managerialist, profit motive, with little regard for the human element. This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human Resource Management Framework.The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.

The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of 'performance' that has been largely driven by a managerialist, profit motive, with little regard for the human element. This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human Resource Management Framework.The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.

HRM policies and practices need to cope with the dual responsibilities of providing a firm with the best employees to deliver improved financial performance, and a moral duty to these employees to provide a working environment that is equitable and encourages personal development. Many writers have emphasized the connection between sophisticated HRM techniques and financial competitiveness, but has this been at the expense of concepts such as fairness and legitimacy?This book adopts a broader perspective that takes into account not only the strategic dimension of HRM, but also the professional and societal dimension. It begins by examining the interaction of HRM, strategy, and performance, before putting this into an institutional context, where it is argued that successful HRM practice will be unique for each context in which it operates. It then develops a contextually-based human resource theory, able to examine and analyse HRM at an organizational,industry, national, and international level. This theory is applied to a number of cases of leading firms in both the USA and Europe.The book concludes by combining the empirical evidence of the case studies with the theoretical work of earlier chapters to develop a practical approach linking the different roles of HR to specific aspects of performance and developing a 4logic scorecard, which does full justice to the essence of HRM. Combining academic research with a focus on practical conclusions and recommendations, HRM and Performance will be challenging and innovative reading for all involved in HRM: Academics,Researchers, MBA and graduate students, practitioners and consultants.

Through concise investigations into key questions such as how we can develop meaningful work experiences and how we can create an enabling work setting, Jaap Paauwe aids readers’ understanding of how optimal workplace commitment and organizational performance may be achieved.Progressing Performance and Well-being at Work provides an indispensable overview of highly applicable organization and Human Resource Management theories, such as goal setting theory, job demands resources theory and psychological contract theory. Chapters clearly indicate how such theories may be put into practice, detailing how and why they may boost commitment and motivation in often fast-paced and challenging workplaces. Ultimately, this essential book showcases proven methods with which managers can improve employee well-being.This timely book will be highly engaging for practitioners and managers who are seeking to boost company well-being and performance. An intriguing contribution to the field of HR, it will additionally benefit students and researchers studying business, occupational psychology and strategic management.