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HRM and PerformanceAchieving Long Term Viability$
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Jaap Paauwe

Print publication date: 2004

Print ISBN-13: 9780199273904

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199273904.001.0001

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Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility

Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility

Chapter:
(p.121) 7 Contrasting Metal and IT Sectors: Internal Versus External Regulation of Flexibility
Source:
HRM and Performance
Author(s):

Keimpe Schilstra

Graham Dietz

Jaap paauwe

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199273904.003.0007

The CBHRT model is capable of presenting information and explaining how discrete organizations make HRM policy decisions. This chapter examines how the associated theoretical framework may be able to provide HRM policy selection through concentrating mainly on the employment practices that improve the flexibility of companies to sectoral level constraints. The HRM policies illustrated here draw attention to functional, numerical, and financial employment practices that attempt to enhance the flexibility of a company. There exists a ‘dominant coalition’ in every organization that makes up the major decision-makers in terms of operational, business, and HRM strategy. As such, the decisions and judgements of this coalition should be based on assessments on the PMT and SCL dimensions. This chapter utilizes case-study evidence regarding thirteen Dutch firms from the IT industry and the metal industry to illustrate how firms achieve internal and external regulation.

Keywords:   IT industry, metal industry, internal regulation, external regulation, SCL, PMT, flexibility, dominant coalition

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