Human resource management and performanceWord文件下载.docx
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implementation.
Contact:
DavidE.Guest,DepartmentofManagement,King’sCollege,London,150Stamford
Street,LondonSE19NH,UK.Email:
******************.ukhrmj_1643..13
INTRODUCTION
W
hentheHumanResourceManagementJournalwaslaunchedin1990,itwasable
tocapturearisingwaveofinterestinhumanresourcemanagementandin
particulartherelationshipbetweenhumanresourcemanagement(HRM)and
performance.Thefollowingdecadeprovidedtheinitialsoundevidenceaboutapositive
associationbetweenHRMandfirmperformance(see,e.g.Arthur,1994;
Huselid,1995;
DeleryandDoty,1996).Adecadelater,thenumberofstudieshadgrowntosuchanextent
thattwomajorreviewsoftheresearch(Boselieetal.,2005;
Combsetal.,2006)confirmedthat
thelargemajorityofpublishedstudiesdemonstratedanassociationbetweenHRMand
performance;
butbothalsoemphasisedthattheiranalysisprovidedevidenceofan
associationratherthancausation.Bothreviewsalsoconcludedthattherewasinsufficient
evidencetoexplainwhytherewasanassociation.Itisthislackofanexplanationthat
providesthepointofdepartureforthispaper.Itsaimistoprovideananalysisofhowafter
20yearsofextensiveresearchwearemoreknowledgeablebutnotmuchwiser,inthatwe
havenotbeenabletoexplainthedemonstratedassociationbetweenHRMandperformance
withanyconviction,andtooutlinepossiblelinesfordevelopingresearchthatmightprovide
someanswers.
Whileitisalwayseasytobecriticalofdevelopmentsinacomplexareaoforganisational
research,itisalsoimportanttoacknowledgetheconsiderableprogressthathasbeenmadein
researchonHRMandperformance.Thisisarapidlyevolvingfieldthathasgonethrougha
fairlytypicalseriesofstepstowardsaperhapswiserandmorereflectiveperspectiveonthe
subject(see,e.g.Paauwe,2009).Iwillarguethatinretrospectseveraloverlappingphasescan
beidentified,reflectingtheebbandflowoftheory,researchandapplicationanditisuseful
brieflytoconsiderthese,bothtorecognisetheprogressthathasbeenmadeandtohighlight
thedistinctivechallengesforfutureresearchthateachreflects.
doi:
10.1111/j.1748-8583.2010.00164.x
HUMANRESOURCEMANAGEMENTJOURNAL,VOL21NO1,20113
©
2010BlackwellPublishingLtd.
Pleasecitethisarticleinpressas:
Guest,D.E.(2011)‘Humanresourcemanagementandperformance:
stillsearchingforsomeanswers’.Human
ResourceManagementJournal21:
1,3–13.Thebeginnings
ThefirstphaseinthedevelopmentoftheoryandresearchontheassociationbetweenHRM
andperformanceoccurredinthe1980s.Inthisperiodaseriesofarticlesandbooksby,for
example,Fombrunetal.(1984)andMilesandSnow(1984)begantolinkbusinessstrategy
tohumanresourcemanagement.OtherssuchasWalton(1985),writingfrommoreofan
organisationalbehaviourperspectivehadhighlightedtheneedforashiftfromcontrolto
commitmentasthebasisformanagementofpeopleatwork.IntheworkoftheHarvard
group(Beeretal.,1984)andSchulerandJackson(1987)webegantoseeanintegration
betweenastrategicview,thathighlightedtheimportanceof‘externalfit’andorganizational
behaviourwithitsfocuson‘internalfit’toproduceaconceptualperspectiveor‘map’(Noon,
1992)thatformsthebasisofcontemporaryHRM.IntheUK,thiswascontrastedwiththe
pluralismofanindustrialrelationsperspectivetohighlightadistinctivelynormative
perspectiveonHRM(see,e.g.Guest,1987andStorey,1992).Inparallelwiththis,Foulkes
(1980)andPetersandWaterman(1982),amongothers,hadprovidedglimpsesofevidence
aboutsuccessfulorganisationsthatseemedtoapplythe‘highcommitment’HRMprinciples.
Thisfirstphase,thereforepresentedthepromiseofHRMintheformofsemi-prescriptive
analyticframeworksalongsidesomewhatanecdotalcasesthatappearedtoconfirmthis
promiseofanassociationbetweenHRMandperformance.
Empiricism
Theseconddistinctivephaseoccurredinthe1990swhenthefirstsetofsurvey-based,
statisticallyanalysedstudiesofHRMandperformancebegantoappear.Theseminalpaperwas
byHuselid(1995)butequallyusefulsectorspecificresearchwasreportedbyArthur(1994)and
byIchniowskietal.(1997)insteelmills,byMacDuffie(1995)intheautoindustryandbyDelery
andDoty(1996)inbanking.AllindicatedthattheadoptionofmoreHRpracticeswas
associatedwithhigherperformanceandinsodoingbegantoprovideanevidence-baseforthe
claimaboutalink.
Backlashandreflection
Abacklashswiftlyfollowedasitwasrecognisedthattherushtoempiricismhadoccurredat
theexpenseofsufficientconsiderationofsomekeyconceptualissues,andathirdphase
emerged.ArticlesbyDyerandReeves(1995)andbyBeckerandGerhart(1996)demonstrated
thatthepublishedstudiesusedanarrayofdifferentHRpractices,measuredindifferentways.
Thereweresimilarthoughlessstronglyvoicedconcernsaboutthemeasuresofperformance.
Theimplicationwasthatweneededasounderconceptualbasisfordeterminingthe
appropriateHRpracticesandneededaseriousdebateaboutgeneralisabilityhighlightedinthe
discussionofuniversalist,contingencyandconfigurationalperspectives(BeckerandGerhart,
1996;
DeleryandDoty,1996).
Aratherdifferentkindofbacklashhadbeendevelopingamonganumberofcritics,
particularlyintheUK,whoviewedtheemergenceofHRMingeneralandofanormativehigh
commitmentapproachinparticularasanewandinsidiousformofexploitationofworkers(see,
e.g.BlytonandTurnbull,1992;
Legge,1995;
Keenoy,1997),aviewthatstillpersistsincertain
quarters(HeskethandFleetwood,2006).Theresponsetotheconcernsabouttheneedfor
greaterconceptualclarityandworkerexploitationusheredintwofurtherstreamsofconceptual
andempiricalworkthatoverlapchronologicallybutwhichIwilldescribeasphasesfourand
five.
HumanResourceManagementandPerformance
4HUMANRESOURCEMANAGEMENTJOURNAL,VOL21NO1,2011
2010BlackwellPublishingLtd.Conceptualrefinement
Thefourthphasefocussedonconceptualrefinement.Guest(1997)hadarguedthatweneededa
bettertheoryaboutHRpractices,aboutoutcomesandaboutthelinkbetweenthem.Bothheand
Beckeretal.(1997)hadadvocatedanapproachthatdrewonexpectancytheory(Vroom,1964;
Lawler,1971)asabasisfordeterminingcoreelementsofHRMcontentanditslinkto
performance.Variantsofthisapproachweresubsequentlywidelyadoptedintheworkof
AppelbaumandcolleaguesintheUS(Appelbaumetal.,2000)andbyPurcellandcolleaguesin
theUK(PurcellandHutchinson,2007)inwhathascometobeknownastheAbility,Motivation,
Opportunity(AMO)model.Thisapproachrepresentsanessentiallyuniversalistperspective.
AratherdifferentapproachemergedoutofthetheoreticalworkofBarney(1991)whohad
presentedtheresource-basedviewofthefirm.ThishasbeendevelopedandappliedtoHRM
byothers(see,e.g.Wrightetal.,1994;
LepakandSnell,1999;
2002)asabasisforfocusing
investmentinhumanresourcesandpredictingthetypesofinvestmentmostlikelytoresultin
superiorperformanceandcompetitiveadvantage.
AthirdshiftinemphasiswaspresentedbyPaauwe(2004)whohighlightedtheimportance
ofaninstitutionalperspectiveandremindedusthatinEuropethelegislativeframeworkaswell
astheinstitutionsrelatingtoeducationandtrainingandtoemployeerepresentationensured
thataminimumsetofHRpracticeswereinplaceinmostorganisations.Thismeantthatany
competitiveadvantagewasmorelikelytocomeeitherfromthewayinwhichthesestandard
practicesareimplementedorfromtheuseofadditionaldistinctivepractices.Therefinements
thatemergedfromthisperiodarguablycontinuetodominateourconceptualthinkingabout
HRMandperformancetodayandarereflected,forexample,intheburgeoninginterestin
humancapital.
Bringingtheworkercentre-stage
Thefifthandoverlappingphaseinthedevelopmentofresearchthathasemergedasmorecentral
inthepastdecadeconcernsthekeyroleofworkersandtheimportanceofworkers’perceptions
andbehaviourinunderstandingtherelationshipbetweenHRMandperformance.Theworkers’
voicehadbeensurprisinglyneglectedinsomeoftheearlyresearchanditsabsencehadbeencited
asamajorissueinsomeofthemorecriticalwritingaboutHRM.Moregenerally,therewasa
frequentcallto‘opentheblackbox’toexploretheprocesslinkingHRMandperformanceand
thisinvariablyledtoagreaterfocusonthewayinwhichworkersrespondedtoHRM(see,e.g.
WrightandBoswell,2002).Inrecentyearsthereforethisneglecthasbeenremedied.IntheUK,
theinclusionofasurveyofemp
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