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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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Eva Knies, Peter Leisink and Paul Boselie

The focus of this chapter is on the renewal of HR policies and practices that resulted in a High Performance Work System (HPWS) at the Dutch insurance company Achmea. As the majority of publications HPWSs are based on studies of Fortune 500 companies, mainly from an Anglo-Saxon perspective (Keegan and Boselie 2006), the case of Achmea is appealing for various reasons: a range of stakeholders were involved in the creation of the HPWS (a characteristic of the Rhineland model of capitalism); Achmea is not quoted on the stock exchange; and the role of healthcare insurance providers such as Achmea is subject to major reforms resulting from economic and political developments. By studying the HPWS presented in this case study, one will gain insights into the impact of various contextual factors on the shaping of HPWSs, the relevant characteristics of an HPWS design, the different actors involved, and their interests and the outcomes related to the implementation of HPWSs.

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Paul Boselie, Elaine Farndale and Jaap Paauwe

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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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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