Peter Boxall and Meng-Long Huo
What is a ‘high-performance work system’ (HPWS) and how has the notion evolved in the literature? How does theory and research on HPWSs add value to our understanding of employment relations? This chapter reviews the history and discusses the meaning of this ambiguous concept. It then reviews two lines of analysis that are significant for HR strategists and researchers. One concerns which work systems prevail in which contexts and why. The other deals with how the performance of any work system can be improved and for whom. The chapter then discusses ways to improve our research methods in this area
Peter Boxall and Steve Frenkel
Ian Bateman, Wanhong Yang and Peter Boxall
Applying Environmental Valuation Techniques to Historic Buildings, Monuments and Artifacts
Peter Boxall, Jeffrey Englin and Wiktor Adamowicz
Peter Boxall, Hugh Bainbridge and Stephen Frenkel
This chapter compares and contrasts human resource management (HRM) models in Australia and New Zealand, discussing how despite both being liberal market economies, the differences between the countries in size (geographically and economically) result in variance in HRM practice. In particular, the review emphasises the importance of small business and informal characteristics of HRM in New Zealand, compared to the typically larger Australian organisations.