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Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
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Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

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HRM Policies and Management Practices

HRM Policies and Management Practices

Chapter:
(p.133) 7 HRM Policies and Management Practices
Source:
Strategic Human Resource Management
Author(s):

McGovern Patrick

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0007

This chapter focuses on two related issues concerning the viability of HRM in practice. The first of these concerns the existing state of line management practice. It provides evidence of the practice of performance appraisal as a prelude to a discussion of the factors which enable and constrain line involvement. The second general set of issues concerns the configuration of incentives and constraints which shape the level of line management involvement in areas such as performance appraisal. Here the focus is on the implementation of human resource policies, specifically the consistency and quality of practice across different managers.

Keywords:   human resource management, line management, performance appraisal, incentives, human resource policy

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