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  • Author or Editor: Jaap Paauwe x
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Jaap Paauwe and Elaine Farndale

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Jaap Paauwe and Elaine Farndale

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Bas Koene, Ferrie Pot and Jaap Paauwe

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Paul Boselie, Elaine Farndale and Jaap Paauwe

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Paul Boselie, Jaap Paauwe and Riccardo Peccei

This chapter is focused on notions of the concept of fit in the human resource management of the public sector. We argue that the concept of ‘fit’ does not fit public sector organizations. To fully understand fit in public sector context we will contextualize HRM and fit, explore the HRM challenges in public sector organizations and provide an alternative approach using notions of requisite variety and loose coupling. Complexity, multiple goals, and dynamics are characteristics of most public sector organizations that are subject to institutional and political mechanisms, affected by multiple stakeholders and often limited by a lack of simple and one-dimensional goals in contrast to many private sector organizations. This chapter contests the general SHRM fit paradigm for public sector organizations.

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Paul Boselie, Elaine Farndale and Jaap Paauwe

This chapter defines performance management from an international perspective, and presents an overview of the most important developments over time, comparing performance management in different contexts using both case study data from large multinational corporations and national survey data. Focusing on country-level data, the chapter explores the balance between the need to standardize or localize performance management practice in different types of organization across the globe.