Editorial: Human resource management in an international perspective

Islamic revival in Asia and human resource management

“…Other researchers (e.g. Poole, 1990;Storey, 1992) also regard the linking of HR practices to the strategic aims of the business as the core feature that distinguishes HRM from personnel management .…”

A Study of HRM Practices and Organizational Culture in Selected Private Sector Organizations in India

“…The entire process is thus institutionalized (Snell, Youndt, and Wright, 1996). In general, HRM has been described as: broad and strategic; involving all managerial personnel; regarding employees as the single most important organizational asset; being proactive in its responsibilities; and having the objective of enhancing organizational performance and meeting employee needs (Poole, 1990).…”

Human Resource Management as a Field of Research*

“…The configurational perspective explores the internal dynamics of the HRM system, and analyses how the different elements can be combined synergistically in different management patterns that represent diverse orientations to HRM (Arthur, 1992;Delery, 1998;Delery and Shaw, 2001;Lepak and Snell, 1999;MacDuffie, 1995;Miles and Snow, 1984;Snell and Dean, 1992;Wright and Snell, 1998). Finally, the contextual perspective reconsiders the importance of the context, not only as a contingent variable, but also as a framework for HRM decisions that are influenced by and influence the environment in which they are embedded (Brewster, 1993(Brewster, , 1995(Brewster, , 1999Brewster and Bournois, 1991;Brewster and Lockhart, 1992;Pettigrew, 1986, 1992;Muller, 1999;Paauwe, 1991;Poole, 1990;Sparrow and Hiltrop, 1994). This fourth way of theorizing has provided interesting arguments to explain the international dimension of HRM, especially about how cultural, social and political influences vary across the different contexts in which international firms operate .…”