HRM: Performance Relationship: Need for Further Development?

The last decade of empirical research on the HRM value additions, also known as the “HRM and performance” debate, demonstrates evidence that HRM does matter (Huselid, 1995 Huselid, M. 1995. The impact of human resource management on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3): 635–672. [Crossref], [Web of Science ®] , [Google Scholar]; Guest et al., 2003 Guest, D.E., Michie, J., Conway, N. and Sheehan, M. 2003. Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41(2): 291–314. [Crossref], [Web of Science ®] , [Google Scholar]; Wright et al., 2003 Wright, P., Gardner, M. and Moynihan, L. 2003. The impact of HR practices on the performance of business units. Human Resources Management Journal, 13(4): 21–36.  [Google Scholar]; Rehman et al., 2010). Unfortunately, the relationships are often statistically weak and the results ambiguous. This article reviews and attempts to extend the theoretical and methodological issues in this debate. Its aim is to build an agenda for future research in this area. A brief overview of achievements to date is followed by the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance, and the nature of the link between these two. In the final section, it is argued that research designs should start from a multi-dimensional concept of performance, including the perceptions of employees, and build on the premise of HR systems as an enabling device for a whole range of strategic options. This implies a reversal of the strategy-HRM linkage.     

Post-NPM Reforms or Administrative Hybridization in the French Health Care System?

New public management (NPM) provides an opportunity to analyze a reform trajectory that is influenced by country-specific institutional and social traditions. France adopted its own version of NPM, embracing some of its “traditional” elements such as quasi-markets and performance evaluation and rejecting others. NPM reforms in France pursued a re-centralization agenda rather than a disaggregation of public agencies. Outcomes were below expectations in core areas such as citizen participation and physician professional satisfaction. Subsequent health reforms indicate convergence toward a hybrid system rather than toward a post-NPM paradigm.     

Challenges in conflict management in multi-ethnic states – the dissolution of Czechoslovakia and Serbia and Montenegro

This article examines the break-ups of post-communist Czechoslovakia and the Union of Serbia and Montenegro under consociationalism. According to Arend Lijphart, social divisions may be neutralized at the elite level with power-sharing mechanisms. Lijphart's theory has been abundantly criticized, particularly because, while its intention is to induce cooperation, consociationalism does not give leaders actual incentives to cooperate. Czechoslovakia and the Union qualified as consociations; however most favorable factors were absent. The states failed to overcome their divisions and broke apart. Both states were going through a democratization period, experienced differently in each republic. The article argues that the application of consociationalism at this time magnified the divisions. Stirring up the ethnic sensitivity of the population was the most reliable strategy for politicians to secure popular support. In this context, and with the EU enlargement prospect, the consociational structure, instead of bringing elites together, weakened the federal power and provided elites the opportunity to defend republican interests at the expense of the federations. Hence, while a consociation requires certain conditions and favorable factors, the context in which consociationalism is implemented, and particularly democratization periods, may have a decisive influence on the leaders’ ability to cooperate, on their decisions, and thereby on the state.