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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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Introduction

Introduction

Chapter:
(p.xxii) (p.1) 1 Introduction
Source:
HRM and Performance
Author(s):

Jaap Paauwe

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199273904.003.0001

During the last decade of the 20th century, human resource management gained much interest in academic fields. Compared to earlier periods in which the focus was more on the business process of re-engineering, strategy, marketing, and other such aspects, the 1990s seemed to embrace the notion of ‘people management’. Discussing human resource management (HRM) is required for all executive development programmes as managing people proves to bring about improvements in an organization's competitive advantage. Much of the focus on HRM was initiated by Huselid's study that demonstrated how a substantial increase in market value and sales per employee could result from high performance work practices. Although HRM became popular in both management and academic fields during the 1990s, there was still much debate regarding the relations between HRM and performance.

Keywords:   people management, human resource, performance, HRM, market value, sales

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