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Paul Boselie

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Paul Boselie and Chris Brewster

This chapter discusses the way that Human Resource Management and particularly Strategic HRM which is the in-company, financial outcome focused version, has become a panacea. It is assumed that by applying ‘good practice’ SHRM within the organization results will be improved. We draw on the previous literature, particularly the original ‘Harvard model’ of HRM to argue that this severely underestimates the impact of the environment, the importance of multiple stakeholders and the implications of a longer-term perspective. We suggest that attention to these issues will take us beyond SHRM to something that reflects the real world better, is more rewarding for researchers and more valuable for practitioners.
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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.

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Paul Boselie, Elaine Farndale and Jaap Paauwe

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Edited by Peter Leisink, Paul Boselie, Maarten van Bottenburg and Dian Marie Hosking

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Edited by Peter Leisink, Paul Boselie, Maarten van Bottenburg and Dian Marie Hosking

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Peter Leisink, Paul Boselie, Maarten van Bottenberg and Dian Marie Hosking

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Peter Leisink, Paul Boselie, Maarten van Bottenburg and Dian Marie Hosking

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Managing Social Issues

A Public Values Perspective

Edited by Peter Leisink, Paul Boselie, Maarten van Bottenburg and Dian Marie Hosking

Western societies face complex social issues and a growing diversity of views on how these should be addressed. The traditional view focuses on government and public policy but neglects the initiatives that non-profit and private organizations and local networks take. This book presents a broader variety of viewpoints and theories. Looking at various cases, the authors analyse conflicting values and interests, actors’ understandings of the public values related to social issues, and their action to create what they regard as public value. Drawing together these perspectives the authors point the way to how government and the private and voluntary sectors can work in tandem to resolve social issues.