HRM and Performance: Achievements and Challenges -- Copyright -- Contents -- Preface -- Editor Biographies -- Author Biographies -- Chapter 1: HRM and Performance: What Do We Know and Where Should We Go? -- What do we know about the HRM-performance relationship? -- Theoretical ambiguity -- Empirical invalidity -- Which HRM practices? -- How should HRM practices be measured? -- What is performance? -- How are HRM practices implemented? -- How do HRM practices impact performance? -- How do we statistically model the HRM-performance relationship? -- Answering the unanswered questions -- Chapter 2: HRM, Well-Being and Performance: A Theoretical and Empirical Review -- Introduction -- Conceptual focus and definitions -- Human resource management -- Employee well-being -- Organizational performance -- Alternative models of the HRM-WB-OP relationship -- Theoretical arguments and analytical approaches -- Well-being-performance relationship -- HRM-well-being relationship -- Perceived working conditions-well-being link -- HRM-perceived working conditions link -- Conclusion -- Review of research on the HRM-WB-OP relationship -- Happiness well-being -- Health-related well-being -- Conclusion -- Contextual and contingency factors -- Role of national institutions and legislation -- Role of trade unions -- Sector/branch of industry -- Organizational turbulence -- Demographic characteristics and composition of the workforce -- Conclusion -- Suggestions for future research -- Conclusions -- Chapter 3: Building Highly-Performing Work Systems: Analysing HR Systems and Their Contribution to Performance -- The analytical approach to HRM -- HPWSs: background and critique -- Going forward: studying HR systems and their contribution to performance -- Contexts and business models -- Mediators and methods -- Mutuality and sustainability -- Conclusions.

Chapter 4: Reconceptualizing Fit in Strategic Human Resource Management: 'Lost in Translation?' -- Abstract -- Introduction -- Best-fit approaches in human resource management -- The early fit models and the next generation fit models in HRM -- Content approaches -- Process approaches -- The strength of interaction -- Alignment of dominant goals -- Organizational fit -- Institutional fit -- Implementation -- Dynamic capabilities -- Missing elements -- Integration of fit approaches and discussion -- Proposition 1: An effective HR system requires optimizing the level of strategic fit and 'satisficing' the level of institutional fit -- Proposition 2: Both the first and second stages of the framework are needed for effectiveness -- Proposition 3: Aligned strategic, internal and organizational fit will be positively related to labour productivity -- Proposition 4: Institutional fit will be positively related to social legitimacy -- Proposition 5: Achieving a dynamic fit is positively related to organizational flexibility -- Proposition 6: The different types of fit together can form a unique gestalt or configuration, which could lead to a sustained competitive advantage -- Conclusion -- Chapter 5: HRM and Performance: The Role of Effective Implementation -- A framework for the analysis of effective implementation of HRM -- Stages of HRM implementation -- Responsibility for implementation -- Evaluation of implementation -- The context of HRM implementation -- Effectiveness of the decision to introduce HRM practices -- The quality and effectiveness of HR practices -- Line managers' decision to implement HR practices -- The quality of the line managers' implementation of HRM -- The role of top management in the implementation of HRM -- The role of line managers as key implementers of HRM -- The role of the HR function in the implementation of HRM.

Future research -- Chapter 6: Strategic HRM and Organizational Behaviour: Integrating Multiple Levels of Analysis -- Variance as a scientific concept -- Variance and SHRM -- SHRM across levels of analysis -- Intended HRM practices -- Actual HRM practices -- Perceived HRM practices -- Employee reactions -- Performance -- Linkages as avenues for gaining increased understanding -- Intended → actual HRM practices: implementation -- Actual → perceived HR practices: communication -- Perceived HR → employee reactions: moderation -- Employee reactions → performance: coordination -- Summary and conclusions -- Develop multi-level theories of SHRM -- Conduct multi-level research -- Chapter 7: Measuring Human Capital: A Strategic Human Resource Management Perspective -- Human capital and competitive advantage -- Human capital measurement at different levels of analysis -- Individual-level human capital -- Team-level human capital -- Organization-level human capital -- Multi-level human capital -- General and specific human capital -- Critical issues for human capital measurement -- General and specific measures of human capital -- Single rater assessments of human capital -- Aggregation and multi-level issues -- Conclusion -- Chapter 8: Measurement of Human Resource Practices: Issues Regarding Scale, Scope, Source and Substantive Content -- Introduction -- Rating scale issues -- Types of rating scales -- Review of rating scale use in recent literature -- Recommendations for rating scale use -- Scope issues -- Review of scope in recent literature -- Recommendations for scope use -- Source issues -- Review of source use in recent literature -- Recommendations for source use -- Substantive content issues -- Review of substantive content in recent literature -- Recommendations for substantive content -- Summary.

Chapter 9: Research on Human Resources and Effectiveness: Some Methodological Challenges -- Introduction -- A simple model of HR and performance -- 'Significance' and effect sizes -- Challenges in inferring causality and potential solutions -- Measurement error and construct validity -- Omitted variable bias -- Simultaneity -- Causal inference and mediators -- Testing for fit or moderation -- Multi-level models and concepts -- Conclusion -- Chapter 10: Progress and Prospects for HRM-Performance Research in Small and Medium-Sized Businesses -- Introduction -- HRM-performance research in SMEs: a state-of-the-art -- Selection of articles -- SMEs: what's in a name? -- Human resource management -- Firm performance -- Theoretical frameworks linking HRM and firm performance -- What do we know? -- HRM-performance research in SMEs: some prospects -- SME specificity and heterogeneity: children are not little grown-ups, and no two are alike -- Suggestions for future HRM-performance research in SMEs -- Bridging HRM and HRM-performance research in SMEs -- SME specificity and heterogeneity as moderators of the HRM-performance relationship -- Family ownership and management (SME specificity) -- Presence of social dialogue/trade unions (SME specificity and heterogeneity) -- Owners/managers' leadership style (SME heterogeneity) -- Where do we need to go? -- Chapter 11: Progress and Prospects -- References -- Index.