| Abstract [eng] |
Rapid environmental change, globalization, competition to provide innovative services and products have become the standard frame for organizations. In order to compete effectively, firms have to improve their performance (Chang, Huang, 2005). Because performance stands out as one major organizational goal, many of human resource management (HRM) research efforts have been directed to understand the HRM-Performance linkage (Gardner, Moynihan, Park, Wright, 2001). Much of empirical research on the added value of HRM demonstrate evidence that HRM does matter (Arthur, 1994; Huselid, 1995;), however contrary approach also exists: evidence for HRM-Performance link should be treated with caution (Wall, Wood, 2005). By supporting the HRM-Performance link it is not clear why this link exists. In order to provide a convincing explanation of HRM-Performance link, according Guest (1997), it is necessary to improve theoretical and analytical frameworks in three key areas: the nature of HRM, the nature of performance and the linkage between HRM and performance. The paper provides an insight into HRM drawing a conclusion that there is no single agreed or fixed list of human resource (HR) practices which are used to define human resource management. [...]. |
