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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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A Contextually Based Human Resource Theory

A Contextually Based Human Resource Theory

(p.84) (p.85) 5 A Contextually Based Human Resource Theory
HRM and Performance

Jaap Paauwe

Oxford University Press

This chapter introduces its own model of the Contextually Based Human Resource Theory (CBHRT) through utilizing insights that have been derived in the previous chapters for establishing the design parameters for this model. As the chapter explores the model in terms of strategy, context, and performance, it also discusses the fundamental theoretical factors of the model. The chapter examines the model itself, provides an in-depth discussion of its various parts, and also identifies how the model can be utilized in various fields such as in consultancy practice, teaching, and research. HRM serves as a device for enabling several strategic options. Willingness and high trust may be generated from HRM's value-laden base, and this serves as an initial point in dynamic market situations. As such, this chapter illustrates how ethical HRM leads to organizational viability which further results in the enabling of strategic options.

Keywords:   CBHRT, ethical HRM, organizational viability, strategic options, components, research, teaching, consultancy practice

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