Human Resource Management

Personnel Management and HRM (see e.g. Legge, 1989; Guest, 1991), and moved on to attempts to incorporate industrial Relations into HRM (Torrington et al., 2005), examining the relationship of HRM strategies, integration of HRM into dividing line strategies and devolvement of HRM to pains managers (Lengnick-Hall and Lengnick-Hall, 1989; Brewster and Larson, 1992; Budhwar and Sparrow, 1997) and then the extent to which HRM can act as a key means to achieve competitive advantage in organisations (Barney, 1991). Most of these developments have taken place over the delay couple of decades or so, and have precipitated changes in the nature of the HR function from being reactive, prescriptive and administrative to being proactive, descriptive and executive (Boxall, 1994; Legge, 1995). At present then, the contribution of HRM in meliorate a levels performance and in the boilersuit success of any organisation (alongside other factors) is being highlighted in the literature (see e.g. Guest, 1997; Schuler and Jackson, 2005; 2007). In relation to the last debate, three perspectives erupt from the existing literature: universalistic, contingency, and configurational (Katou and Budhwar, 2006; 2007).

The universalistic perspective posits the trounce of HR practices, implying that business strategies and HRM policies are mutually independent in determining business performance. The contingency perspective emphasises the fit mingled with business strategy and HRM policies and strategies, implying that business strategies are followed by HRM policies in determining business performance. The configurational perspective posits a simultaneous internal and external fit between a firms external environment, business strategy and HR strategy, implying that business strategies and HRM policies interact, according to organisational context in determining business performance. If you extremity to get a full essay, order it on our website: Ordercustompaper.com

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