The routledge companion to strategic human resource management

The Routledge Companion to Strategic
Human Resource Management

Combining up-to-date research, innovative content and practical perspectives, this book is the
benchmark by which all other strategic HRM reference works should be measured. Leading
figures from around the globe survey the current state of the discipline, while also introducing
and exploring new, cutting edge themes in order to offer a comprehensive and authoritative
overview of the field.
Section introductions and integrative critiques pull together the separate themes to provide
cross-comparisons between chapters to create a cohesive and well-structured volume. Unlike
other texts in this area, The Routledge Companion to Strategic Human Resource Management
incorporates contributions from leading management and business writers in areas adjacent to
human resource management, including strategy, innovation and organizational learning.These
add fresh and challenging insights into HRM themes from key mainstream business and
management thinking. Strategic HRM is thus enriched and extended by this volume.
Focusing on the interplay between theory and practice, this book is an essential resource for
researchers and students studying human resource management and strategy.
John Storey is Professor of Management at the Open University Business School, UK. He
regularly consults for public and private sector organizations and for UK government ministers.
He is Chair of the IPA and has published many articles in refereed journals and authored several
books in the field of HRM as well as other areas of management.
Patrick M. Wright is William J. Conaty GE Professor of Strategic Human Resources at
Cornell University, USA. He has published widely in leading international journals and worked
with a number of the world’s leading firms in their efforts to align HR with business strategy.
Dave Ulrich is a Professor of Business at the Ross School of Business, University of Michigan,
and a partner and co-founder of the RBL Group. He has published 15 books and consulted
and done research with over half the Fortune 200 companies. He has been ranked by Business
Week as the #1 management educator and listed in Forbes as one of the “world’s top five”
business coaches.

The Routledge Companion
to Strategic Human
Resource Management

Edited by
John Storey,
Patrick M. Wright
and Dave Ulrich


First published 2009
by Routledge
2 Park Square, Milton Park,Abingdon, Oxon OX14 4RN
Simultaneously published in the USA and Canada
by Routledge
270 Madison Ave, New York, NY 10016
Routledge is an imprint of the Taylor & Francis Group, an informa business

This edition published in the Taylor & Francis e-Library, 2008.
“To purchase your own copy of this or any of Taylor & Francis or Routledge’s
collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.”
© 2009 John Storey, Patrick M.Wright and Dave Ulrich
All rights reserved. No part of this book may be reprinted or reproduced or utilised
in any form or by any electronic, mechanical, or other means, now known or
hereafter invented, including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from the publishers.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library

Library of Congress Cataloguing in Publication Data
The Routledge companion to strategic human resource management/[edited by]
John Storey, Patrick M.Wright, and Dave Ulrich.
p. cm.
Includes bibliographical references and index.
1. Personnel management. 2. Strategic planning. I. Storey, John, 1947–
II.Wright, Patrick M. III. Ulrich, David, 1953–
HF5549.R638 2008
658.3′01—dc22
2008017371
ISBN 0-203-88901-0 Master e-book ISBN

ISBN10: 0–415–77204–4 (hbk)
ISBN10: 0–203–88901–0 (ebk)
ISBN13: 978–0–415–77204–4 (hbk)
ISBN13: 978–0–203–88901–5 (ebk)


Contents

List of Illustrations
List of Contributors

ix
xiii

Part 1: Introduction

1

1 Introduction
John Storey, Dave Ulrich and Patrick M.Wright
Part 2: Analytical frameworks

3

15

2 Beyond HR: Extending the paradigm through a talent decision science
John W. Boudreau and Peter M. Ramstad

17

3 The employment perspective in strategic HRM
Paul Edwards

40

4 Critical perspectives on strategic HRM
Mats Alvesson

52

Part 3: The external environment of SHRM
5 Foundations for understanding the legal environment of HRM in a
global context
Mark V. Roehling, Richard A. Posthuma and Stacy Hickox
6 New organizational structures and forms
John Storey

69

71

90

v


C O N T E N TS

7 Changing labour markets and the future of work
David Coats
Part 4: The strategic role of HR

106

123

8 The knowledge underpinning HR strategy
John Storey

125

9 The pursuit of HR’s core purpose:The practical doing of strategic HRM
Anthony J. Rucci

137

10 Managing strategic change

David A. Buchanan

149

Part 5: The HR function

165

11 HR competencies that make a difference
Wayne Brockbank and Dave Ulrich

167

12 The next evolution of the HR organization
Dave Ulrich, Jon Younger and Wayne Brockbank

182

Part 6: Areas of practice

205

13 Recruitment and selection
Christopher J. Collins and Rebecca R. Kehoe

209

14 Compensation
Barry Gerhart

224

15 Strategic performance management: Issues and trends
Manuel London and Edward M. Mone

245

16 Strategic training and development
Raymond A. Noe and Michael J.Tews

262

17 Collaborative teams
Lynda Gratton and Tamara J. Erickson

285

18 Employee engagement
John Storey, Dave Ulrich,Theresa M.Welbourne and Patrick M.Wright

299

Part 7: The capability-building perspective

317

19 Leadership development and talent management
David D. Hatch

321

vi


C O N T E N TS

20 Human resources, organizational resources, and capabilities
Patrick M.Wright and Scott A. Snell

345

21 Options for human capital acquisition
Mousumi Bhattacharya and Patrick M.Wright

357

Part 8: Changing contexts

375

22 The changing context for HR
Tamara J. Erickson

377

23 Research at the intersection of Strategic Human Resource Management
and entrepreneurship
Janice C. Molloy, Judith W. Tansky and Robert L. Heneman

390

24 Identifying and developing Global Leaders
Schon Beechler and Dennis Baltzley

410

Part 9: Regions

433

25 Managing human resources in India
Pawan S. Budhwar

435

26 HRM in China
Fang Lee Cooke

447

27 Managing human resources in Africa: Emergent market challenges
Frank M. Horwitz

462

Part 10: Performance outcomes

477

28 HRM, the workforce, and the creation of economic value

Richard W. Beatty

479

29 The effect of organizational change on managers’ experience of their
working lives
Les Worrall and Cary L. Cooper
30 Linking human resource management and customer outcomes
David E. Bowen and S. Douglas Pugh
Index

488

502

519

vii



Illustrations

Figures
2.1
2.2
2.3
5.1
6.1
7.1

7.2
8.1
8.2
9.1
10.1
11.1
12.1
12.2
13.1
14.1
14.2
15.1
16.1
18.1
18.2
19.1
19.2
19.3

DuPont return on equity model
Finance, marketing and talentship decision frameworks
Yield curves for automobile features: tires vs. interior design
Sources of law contributing to the legal environment of HRM in a
global context
Mapping the forms of work coordination
Employment change in the UK labour market 1996–2006 (% share of
total employment)
Occupational change in the UK 1984–2014 (% of all in employment)
Types of knowledge underpinning HR strategy
Complementary multiple pathways to HR strategy formulation

A simple idea about intangible value creation
HR change agent roles
Competency model for the HR value proposition
Alignment of business organization and HR organization
Overview of the HR organization
Alternative staffing system models
Dimensions of total rewards and total compensation
Pay-for-performance (PFP) programs, by level and type of performance
measure
The performance management cycle
The strategic training and development process
The VOICE framework
Interactive effect of energy and engagement on individual employee
performance
The right stuff
Highest leverage developmental experiences
The integrated talent management process

24
25
35
75
93
108
110
128
134
143
151
170

184
189
210
225
229
246
263
304
312
324
334
339
ix


I L L U ST R AT I O N S

20.1
20.2
21.1
22.1
24.1
24.2
28.1
28.2
30.1

Complete value chain
Starbucks coffee
Options model for human capital acquisition

Shifts in retirement patterns
Information-processing model for leaders
Characteristics of Global Leaders
Leading the workforce management transition
The strategic context of workforce management systems
A model linking HRM practices and customer outcomes in services

350
352
363
385
419
421
482
484
503

Tables
9.1
10.1
10.2
11.1
12.1
13.1
14.1
15.1
15.2
15.3
15.4
15.5

16.1
16.2
16.3
19.1
19.2
21.1
23.1
24.1
24.2
24.3
26.1
26.2
29.1
29.2

x

HR’s core purpose and strategic implications
Change agency roles
Political tactics
HR effectiveness in each competency category and the influence of
each competency category on business performance
Functional HR, shared services, and dedicated HR
Components of alternative recruitment and staffing models
Average hourly labor costs for manufacturing production workers, by
country 2005 (in equivalent US dollars)
Examples of seminal theories and research guiding performance
management policies and programs
Example of strategic performance management relationships – an HR
department and recruiting manager

Strategic performance management at GHT
Improvement in “compliance to deadlines” over time
Lessons learned from GHT
Tannenbaum’s (2002) strategic learning imperatives
Intellectual capital indicators and sample measures
Examples of training and development measures used in SHRM research
Contrast between changing global business and a mature domestic business
environment
Components of talent management
Comparison of financial, real, and human capital options
Founding conditions: typology of entrepreneurial enterprises
Differences between expatriate and global managers
Traditional and global mindsets
Competencies of the global executive
Employment statistics by ownership in urban and rural areas in China
Key characteristics of HRM in different ownership forms
The incidence of organizational change by type of organization (percentage
of managers citing)
The effect of long working hours by level in the organization (percentage
citing that working long hours has a negative effect)

139
152
158
170
187
214
228
248
250

257
258
259
263
276
278
327
338
361
396
413
414
415
449
450
492
495


I L L U ST R AT I O N S

29.3
29.4
29.5

The percentage of managers citing that they have “sometimes” or “often”
experienced various ill-health symptoms
Percentage of managers agreeing with each statement
Correlations between physical and psychological health and stressors

496
496
497

xi



Contributors

Mats Alvesson is Professor of Business Administration at the University of Lund, Sweden and
Honorary Professor at University of Queensland Business School, Brisbane and at University of
St Andrews. He has previously held positions in Montreal,Turku, Linköping, Stockholm and
Gothenburg, and has been a visiting academic at the universities of Cambridge, Melbourne,
Colorado and Oxford.He has published a large number of books on a variety of topics,including
Reflexive Methodology (with Kaj Skoldberg, 2000), Understanding Organizational Culture (2002),
Understanding Gender and Organization (withYvonne Billing,second edition 2008),Postmodernism
and Social Research (2002),Studying Management Critically (co-edited with Hugh Willmott,2003),
Knowledge Work and Knowledge-intensive Firms (2004) and Changing Organizational Culture (with
Stefan Sveningsson,2008).He is on the editorial board of Academy of Management Review,Human
Relations,Journal of Management Studies,Strategic Organization,Management Communication Quarterly
and Organizational Research Methods, and is a co-editor of Organization.
Dennis Baltzley is an Executive Director at Duke Corporate Education. He was formerly
Global Head of Leadership Development for Royal Dutch Shell. Here he managed the Shell
Learning staff and the Learning Centre in The Hague, Netherlands. He ran Shell’s CEO-level
development programs and managed a large portfolio of partners and programs for Shell. Prior
to Shell, Dennis was a police officer, a human factors engineer, a psychologist, an HR director,
and later managed the ten European offices of Personnel Decisions International, a consulting
firm specializing in leadership development from their Geneva office.
Richard W. Beatty is Professor of Human Resource Management at Rutgers University and

a Core Faculty member at the University of Michigan’s Executive Education Center. He is
Director, Executive Master’s in Human Resource Leadership, Rutgers University; and Director,
Executive Master’s in Human Resource Leadership-Europe, Bocconi University, Milan, Italy,
and Rutgers University. He received his BA from Hanover College, his MBA from Emory
University, and his PhD in Human Resources and Organizational Behavior from Washington
University. He has published several books and more than one hundred articles, and is an
associate editor of Human Resource Management. He was president of the Society for Human
Resource Management Foundation and received the society’s book award, and twice won the
xiii


C O N T R I B U TO R S

research award from the Human Resource Planning Society. He is co-author of The Workforce
Scorecard (2005), named as one of the top ten must-reads for HR leaders by Human Resource
Executive.
Schon Beechler is Academic Director, Duke Corporate Education, and Director, Positive
Leadership Programs in Executive Education, Stephen M. Ross School of Business, University
of Michigan. She was previously associate professor at Columbia Business School and directed
the Columbia Senior Executive Program. Professor Beechler has conducted research and
published widely in the fields of global management, human resource management, and
leadership. Her work has been published in leading academic journals, including the Academy
of Management Learning and Education Journal, the Academy of Management Review, the Journal of
International Business Studies, and Human Resource Management, as well as in book chapters and
practitioner-oriented journals. She is past chair of the International Management Division,
Academy of Management, and received her PhD in Business Administration and Sociology
from the University of Michigan.
Mousumi Bhattacharya is Associate Professor of Management at the Charles F. Dolan
School of Business, Fairfield University. She has a PhD in Management from Syracuse
University (USA), an MBA from Jadavpur University (India), and a BA in Economics from

Jadavpur University (India). Her research areas are flexibility of human resource systems and
its components, strategic and operational flexibility of organizations, real options theory,
and flexibility of people in different countries. Dr. Bhattacharya has published in Journal of
Management, Journal of Business Research, and International Journal of Human Resource Management.
She has presented her work in conferences organized by the Academy of Management and the
Strategic Management Society. Dr. Bhattacharya teaches strategy, international business, and
human resource management (HRM). She has worked for several years in HRM, management
development and strategic planning as a manager for a Fortune 500 company in India.
John W. Boudreau is Research Director at the Center for Effective Organizations, and Professor
of Management and Organization at the Marshall School of Business, University of Southern
California. He is recognized worldwide for over twenty-five years of breakthrough research on
links between human capital and competitive advantage.A Fellow of the National Academy of
Human Resources, he has received scholarly contribution and research innovation awards from
the Academy of Management. He consults and conducts research worldwide, with organizations
as diverse as the Global 100, early-stage entrepreneurial companies, and the U.S. Navy. He is the
co-author of Beyond HR and Investing in People, as well as over fifty scholarly articles and chapters.
David E. Bowen is the G. Robert & Katherine Herberger Chair in Global Management at
the Thunderbird School of Global Management. His work focuses on HRM organizational
behavior issues associated with delivering service quality. His book, Winning the Service Game,
with Benjamin Schneider, has been published in five languages. He is a past recipient of the
Scholarly Achievement Award from the Human Resource Division,Academy of Management,
and the Best Paper Award,Academy of Management Perspectives.
Wayne Brockbank is Clinical Professor of Business at the Ross School of Business at the
University of Michigan. He is a faculty director and core instructor of its Human Resource
Executive Programs. Over the past eighteen years, these have been consistently rated as the best
HR executive programs in the United States and Europe by BusinessWeek and Fortune. He is
xiv


C O N T R I B U TO R S

director of the Michigan Human Resource Executive Programs in Hong Kong, Dubai,
Singapore, and India. His research focuses on links between HR practices and business strategy,
high-value-added HR strategies, and implementing business strategy through people. He has
published many academic and popular articles on these topics. He is the co-author with Dave
Ulrich of Competencies for the New HR and the Human Resource Value Proposition. Among his
clients have been General Electric, ICICI Bank (India), Harley-Davidson, Citicorp, Cisco,
General Motors, Saudi Aramco,Texas Instruments, BP, Goldman Sachs, and Hewlett-Packard.
David A. Buchanan is Professor of Organizational Behaviour at Cranfield University School
of Management. He holds a degree in business administration and another in organizational
behaviour from Heriot-Watt and Edinburgh Universities respectively. He has also held positions
in universities in Scotland, Canada and Australia. He is the author of numerous books, book
chapters, and papers on various aspects of organizational behaviour. Research interests include
the management of change, change agency, factors influencing the sustainability and spread of
new working practices in healthcare, and the management experience and use of organization
politics. Current projects include a study of links between corporate governance arrangements
and performance in healthcare organizations.
Pawan S. Budhwar is Head of the Work and Organisational Psychology Group and a
Professor of International HRM at Aston Business School. He received his PhD from
Manchester Business School. His main research interests are in the fields of HRM, expatriation,
and organization studies and call centers with a specific focus on India. He has published in
journals like Organizational Behaviour and Human Decision Processes, Organization Studies,
Management International Review, Journal of World Business, Journal of Labor Research, International
Journal of HRM, Journal of Organisational Behavior, Human Resource Management Journal and
Thunderbird International Business Review. He has authored, edited and co-edited books on HRM
in developing countries, Asia-Pacific and the Middle-East. He is also the Senior Associate Editor
of the British Journal of Management.
David Coats has been Associate Director (Policy) at The Work Foundation since February
2004. He is responsible for TWF’s engagement with the public policy world, seeking to
influence the national conversation about the world of work. David was a member of the Low

Pay Commission from 2000 to 2004 and was appointed to the Central Arbitration Committee
(the UK’s industrial court) in 2005. He also serves on the National Stakeholder Council,
advising the government on the implementation of the Work and Well-Being Strategy.
Christopher J. Collins is an Associate Professor of Human Resource Management in the ILR
School at Cornell University. He earned his PhD in Organizational Behavior and Human
Resources from the Robert H. Smith School of Business at the University of Maryland. Dr.
Collins’s research interests include strategic human resource management, the link between HR
practices and knowledge creation and innovation, the role of leadership and HR practices in
creating employee engagement, and employment brand equity. His research has appeared in the
Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, Human Resource
Management Review, Human Performance, and the Journal of Business and Psychology. Dr. Collins
serves on the editorial review board of the Academy of Management Journal and as an ad hoc
reviewer for the Journal of Management and the Journal of Applied Psychology. Dr. Collins is a
member of the Academy of Management, the Strategic Management Society, and the Society
for Industrial and Organizational Psychology.
xv


C O N T R I B U TO R S

Cary L. Cooper is Professor of Organizational Psychology and Health and Pro Vice
Chancellor at Lancaster University. He is the author/editor of over 100 books, 300 scholarly
articles and the Editor-in-Chief of the Blackwell Encyclopaedia of Management (thirteen
volumes). He is also the Chair of the government’s Sunningdale Institute, President of the
British Association of Counselling and Psychology, past President of the British Academy of
Management and a Fellow of the (US) Academy of Management.
Paul Edwards is Professor of Industrial Relations, Warwick Business School, University
of Warwick. He is a Fellow of the British Academy and a former Senior Fellow in the UK’s
Advanced Institute of Management Research. He edited Work, Employment and Society for
three years and is an Associate Editor of Human Relations. His research interests include the

personnel policies and practices of multinational companies and the organization of work
and employment in small firms. Recent books are, with Judy Wajcman, The Politics of Working
Life (2005) and, co-edited with Marek Korczynski and Randy Hodson, Social Theory at Work
(2006).
Tamara J. Erickson is a McKinsey Award-winning author and co-author of the book
Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent (2006), as well as Retire
Retirement: Career Strategies for the Boomer Generation (2008). Her recent articles have appeared
in Harvard Business Review and MIT Sloan Management Review. Her blog “Across the Ages”
appears weekly on HBSP Online ( She is also the
co-author of Third Generation R&D: Managing the Link to Corporate Strategy, a widely accepted
guide to making technology investments and managing innovative organizations. She is a
former member of the Boards of Directors of PerkinElmer, Inc., and of Allergan, Inc. and is
President of the Concours Institute, the research and education arm of BSG Alliance. Her
publications also include “What It Means to Work Here,” Harvard Business Review, March 2007,
“Managing Middlescience,” Harvard Business Review, March 2006, and “It’s Time to Retire
Retirement,” Harvard Business Review, March 2004, which was winner of the McKinsey Award
for the most significant HBR article of the year.
Barry Gerhart is Professor of Management and Human Resources and the Bruce R. Ellig
Distinguished Chair in Pay and Organizational Effectiveness, School of Business, University of
Wisconsin-Madison. His research interests include compensation, human resource strategy,
international human resources, and employee movement. Professor Gerhart received his B.S. in
Psychology from Bowling Green State University and his PhD in Industrial Relations from the
University of Wisconsin-Madison. He serves on the editorial boards of the Academy of
Management Journal, Human Relations, Industrial and Labor Relations Review, International Journal
of Human Resource Management, Journal of Management and Organization, Management Review, and
Personnel Psychology. Professor Gerhart is a past recipient of the Scholarly Achievement Award
and of the International Human Resource Management Scholarly Research Award, both from
the Human Resources Division, Academy of Management. He is also a Fellow of the American
Psychological Association and of the Society for Industrial and Organizational Psychology.
Lynda Gratton is Professor of Management Practice at London Business School where she

directs the schools programme “Human Resource Strategy in Transforming Companies.” In
2007 she became a scholar of the Advanced Institute of Management and since then has
directed a major study of innovation and teams. Her work has been published in the Harvard
Business Review, the Sloan Management Review (where she received the award for the best paper
xvi


C O N T R I B U TO R S

of 2007), The Economist and The Financial Times. Lynda's latest book is Hot Spots – why some teams
workplaces and organisations buzz with energy and innovation – and others don’t.
David D. Hatch is a Consulting Partner with The RBL Group and co-founder and Managing
Director of Center for Leadership Solutions LLC. He was formerly a senior vice president,
Executive Development and Learning with Thomson Corporation where he was responsible
for e-learning, performance and talent management systems, and the leadership development
of Thomson’s top 600 executives worldwide. He was previously vice president of Organization,
Executive Development and Learning for IBM worldwide where he worked with Chairman
Lou Gerstner to build and reshape IBM’s worldwide executive resource systems. Prior to IBM
he was with PepsiCo. for over eleven years during its greatest period of growth, serving for six
years as the leader of PepsiCo.’s Organization and Management Development group worldwide.
Robert L. Heneman is Professor of Management and Human Resources in the Fisher
College of Business at The Ohio State University. He received his PhD in Industrial and Labor
Relations from Michigan State University. His research has been funded by the Society for
Human Resource Management, Work in America Institute, AT&T Foundation, Ford Motor
Company, American Compensation Association, State of Ohio and Kauffman Center for
Entrepreneurial Leadership. Dr. Heneman is the author/editor of Business-driven Compensation
Policies, Human Resources Management in Virtual Organizations, Merit Pay, Staffing Organizations,
plus numerous articles and chapters. His research has been published in the Academy of
Management Journal, Personnel Psychology and Academy of Management Executive.
Stacy Hickox is an Assistant Professor in the School of Labor and Industrial Relations at

Michigan State University.As an attorney, she practiced in employment and labor law, including
claims of discrimination, unemployment compensation, and wage and hour claims. Before
coming to MSU, she practiced in disability law at Michigan Protection and Advocacy Service.
Ms. Hickox also taught for several years at MSU’s law school, including courses in employment
law, disability law, and civil rights. She has written a book on the Americans with Disabilities Act
and several law review articles on various employment law topics. Ms. Hickox attended the
School of Industrial and Labor Relations at Cornell University and received her law degree
from the University of Pennsylvania.
Frank M. Horwitz is Director of the Cranfield School of Management, University of
Cranfield and Professor in Business Administration. He was formerly Director of the Graduate
School of Business, University of Cape Town. He was a member of the Board of Governors
of the Association of African Business Schools (AABS). He specializes in human resources
management, organization change and industrial relations. Professor Horwitz has been Visiting
Professor at the Rotterdam School of Management (RSM) Erasmus University in the
Netherlands, Nanyang Business School in Singapore, and the Faculty of Management at the
University of Calgary, Canada. He has some ten years’ executive experience with AECI and
ICI in England. His co-authored books include Employment Equity and Affirmative Action: an
International Comparison and Managing Human Resources in Africa. He has presented invited papers
at conferences in Australia, Belgium, Canada, Ireland, Israel, Italy, Japan, Korea, Mauritius,
Singapore, USA, United Kingdom and Zimbabwe, and has lectured at universities in Canada,
Hong Kong, Singapore and the United States. He is a board member of companies, has acted
as a consultant in organizational change and human capital strategies for companies in Canada,
Namibia and South Africa, and to the governments of Namibia, Singapore and South Africa.
xvii


C O N T R I B U TO R S

He was also the Chair of the Commission investigating the effects of sub-contracting on the
collective bargaining system in the building industry. He was on the national Council of the

Industrial Relations Association (IRASA), was a (part-time) commissioner on the Commission
for Conciliation, Mediation and Arbitration (CCMA), and was also on the Clothing Industry
Bargaining Council Dispute Resolution Panel.
Rebecca R. Kehoe is a doctoral candidate in the Department of Human Resource Studies
in the ILR School at Cornell University. Her research interests include strategic human
resource management, equifinality in HR systems, organizational commitment, and diversity
management in organizations. She is a member of the Academy of Management.
Fang Lee Cooke is Professor of HRM and Chinese Studies at Manchester Business School,
University of Manchester. She received her PhD from the University of Manchester. Her
research interests are in the area of human resource management (HRM), knowledge
management and innovation, outsourcing, comparative studies of employment and HRM in
Asian countries, Chinese outward FDI and Chinese diaspora. Fang has published extensively
on HRM and employment studies in general and on China more specifically. She is the author
of HRM,Work and Employment in China (2005), and Competition, Strategy and Management in
China (2008).
Manuel London is Associate Dean of the College of Business, Director of the Center for
Human Resource Management in the College of Business, and Professor of Management and
Psychology at the State University of New York at Stony Brook. He received his PhD from the
Ohio State University in industrial and organizational psychology. He taught at the University
of Illinois at Champaign before moving to AT&T as a researcher and human resource manager.
He joined Stony Brook in 1989.He has written extensively on the topics of 360-degree feedback,
continuous learning, career dynamics, and management development. He is co-author with
Marilyn London of First Time Leaders of Small Groups: How to Create High-Performing Committees,
Task Forces,Clubs,and Boards (2007) and,withValerie Sessa, Continuous Learning:Individual,Group,
and Organizational Perspectives (2006).
Janice C. Molloy is an Assistant Professor of Human Resource Management in the School of
Labor and Industrial Relations at Michigan State University. She received her PhD in Labor
and Human Resources with a focus on business strategy from The Ohio State University. Her
research focuses on bridging micro- and macro- human resource management, including
human resource management in entrepreneurial settings.

Edward M. Mone has more than twenty-five years of experience in career, leadership, and
organization change and development. He is currently Vice President for Organization
Development at CA, Inc. He was previously vice president for organization development at
Cablevision and director of people processes and systems at Booz Allen Hamilton, Inc. He was
HR division manager for strategic planning and development at AT&T, where he also held a
variety of human resource and organization development positions. He is an adjunct faculty
member in the College of Business, State University of NewYork at Stony Brook. He holds an
MA in counseling psychology, and has completed doctoral coursework in organizational
psychology, as well as individual, team, and organization learning at Teachers College, Columbia
University. He has co-authored and co-edited books, book chapters, and articles in the areas of
xviii


C O N T R I B U TO R S

human resources and organization development, including HR to the Rescue: Case Studies of HR
Solutions to Business Challenges (1998) and Fundamentals of Performance Management (2003).
Raymond A. Noe is the Robert and Anne Hoyt Designated Professor of Management in the
Department of Management and Human Resources at The Ohio State University. Professor
Noe’s teaching and research interests are in human resource management, organizational
behavior, and training and development. He has published articles on training motivation,
employee development, work and nonwork issues, mentoring, web-based recruiting, and team
processes in the Academy of Management Journal, Academy of Management Review, Journal of Applied
Psychology, Journal of Vocational Behavior, and Personnel Psychology. Professor Noe is currently on
the editorial boards of Journal of Applied Psychology, Personnel Psychology, Journal of Organizational
Behavior, and Human Resource Management Review. Professor Noe has authored three textbooks,
Fundamentals of Human Resource Management (2nd ed.), Human Resource Management: Gaining a
Competitive Advantage (6th ed.), and Employee Training and Development (4th ed.). He has received
awards for his teaching and research excellence,including the Herbert G.Heneman Distinguished
Teaching Award, the Ernest J. McCormick Award for Distinguished Early Career Contribution,

election as a Fellow of the Society for Industrial and Organizational Psychology,and the American
Society for Training & Development Research Award in 2001.
Richard A. Posthuma earned his Masters degree in Labor and Industrial Relations from
Michigan State University in 1977, his JD (cum laude) from the Thomas M. Cooley Law School
in 1992, and his PhD in Organizational Behavior and Human Resource Management from
Purdue University in 1999. He is admitted to practice law in Michigan and the District of
Columbia. He is certified by the Society for Human Resource Management as a Senior
Professional in Human Resources (SPHR) and Global Professional in Human Resources
(GPHR). He has more than fifteen years of professional work experience in labor relations,
human resource management, risk management, and law. He has published numerous articles in
leading journals on employee selection procedures,procedural justice,and legal issues in domestic
and international settings.
S. Douglas Pugh is an Associate Professor of Management in the Belk College of Business at
the University of North Carolina at Charlotte,and an Associate Professor in the interdisciplinary
program in organizational science. Previously he was a faculty member at San Diego State
University. He received his PhD degree in organizational behavior from Tulane University’s A.
B. Freeman School of Business. His research includes the study of organizational climate in
service organizations and on the emotional labor demands of service work. He has published his
research in outlets including the Academy of Management Journal,Academy of Management Executive,
Journal of Applied Psychology,Journal of Occupational and Organizational Psychology,Journal of Business
Ethics, and Organizational Behavior and Human Decision Processes.
Peter M. Ramstad is Vice President, Human Resources and Business Development of the
Toro Company, a role that includes leadership of the human resources function. Formerly at
Personnel Decisions International (PDI), a global leader in helping organizations build superior
strategies that provide a competitive advantage, he also served as the firm’s CFO for several
years. Prior to joining PDI, he was a partner in the consulting division of McGladrey & Pullen
and specialized in information technology and financial consultation. He has served as an
executive education faculty member at several universities and is published in Harvard Business
Review and other periodicals.
xix

C O N T R I B U TO R S

Mark V. Roehling is an Associate Professor in the School of Labor and Industrial Relations,
Michigan State University. He received his law degree from the University of Michigan, and his
PhD in Human Resource Management (HRM) from Michigan State University. Mark’s work
has appeared in leading academic journals (e.g., Harvard Business Review, Personnel Psychology,
Journal of Applied Psychology), law journals (e.g., Employee Relations Law Journal, Dispute Resolution
Journal),and the popular press (e.g.,The Wall Street Journal,NewYork Times).Mark is on the editorial
review boards of Human Resource Management, Employee Rights and Responsibilities Journal and the
International Journal of Conflict Management. Prior to his doctoral training, Mark was a practicing
attorney focusing on litigation and employment law matters.
Anthony J. Rucci is Senior Lecturer in the Department of Management at Ohio State
University.He was an executive officer for twenty-five yeears with three international companies:
Baxter International, Sears Roebuck and Co., and Cardinal Health. His roles have included
global responsibility for corporate strategy and development,legal,human resources,information
technology, quality and regulatory affairs, media and investor relations and corporate branding.
He has been Chairman of the Board of Sears de Mexico and Dean of the College of Business
at the University of Illinois at Chicago. He has published over twenty-five journal articles and
book chapters, and has delivered over 125 invited keynote addresses at major conferences over
the past ten years. He holds Bachelors, Masters and PhD degrees in organizational psychology
from Bowling Green State University.
Scott A. Snell is Professor of Business Administration in the Leadership and Organization area
at the University of Virginia. He is the author of over fifty publications in professional journals
and edited texts and has co-authored three books: Management: Leading and Collaborating in a
Competitive World, Managing Human Resources, and Managing People and Knowledge in Professional
Service Firms. Professor Snell has worked with companies such as American Express,AstraZeneca,
CIGNA, Deutsche Telekom, Shell, and the World Bank to address the alignment of human
resource issues and strategic management. He was formerly professor and director of executive

education at Cornell University’s Center for Advanced Human Resource Studies.
John Storey is Professor of Human Resource Management at the Open University Business
School and Chairman of the Involvement & Participation Association (IPA). He is an Elected
Fellow of the British Academy of Management, a Fellow of the Higher Education Academy and
a member of the UK Government’s Leadership & Management Panel. He was Editor of the
Human Resource Management Journal 1994–2000.He was the Principal Investigator on the ESRC
project “Manager’s Roles in the Evolution of Knowledge” which was part of the ESRC
Programme on The Evolution of Business Knowledge; he is currently Principal Investigator on
the three-year NHS-funded project on “Comparative Governance and Comparative
Performance”. His books include: Developments in the Management of Human Resources, The
Management of Innovation, and Leadership in Organizations, and he co-authored Managers of
Innovation. He has extensive consultancy experience at senior management and board level.
Judith W. Tansky is Senior Lecturer of Management and Human Resources in the Fisher
College of Business at The Ohio State University. She earned her PhD in Labor and Human
Resources from The Ohio State University and has conducted research in human resources in
small business/entrepreneurial firms, employee development from both an organizational and
individual perspective, career development, the contingent workforce, and reward systems. Her
research has appeared in numerous professional journals, including Entrepreneurship Theory and
xx


C O N T R I B U TO R S

Practice, Human Resource Management Journal, Human Resource Development Quarterly, Canadian
Journal of Administrative Sciences, and The Labor Law Journal.
Michael J.Tews is an Assistant Professor in the hospitality management program at Ohio State
University. He earned his PhD from the Cornell University School of Hotel Administration
and his M.S. from the London School of Economics and Political Science. His research focuses
on employee selection, training and development, and retention in the context of service
employees, and his work has appeared in outlets such as the Journal of Hospitality and Tourism

Research, Journal of Vocational Behavior, Organizational Research Methods, and Personnel Psychology.
Michael’s research and consulting sponsors have included the American Hotel and Lodging
Association, Concord Hospitality Enterprises, Rainforest Cafe, and Uno Chicago Grill.
Dave Ulrich is a Professor of Business at the Ross School of Management at the University of
Michigan and a partner in the RBL Group (www.rbl.net). He has published over a dozen books
and hundreds of articles on issues of leadership and HR.He has created award-winning databases
and consulted in hundreds of companies. His work centers on defining and delivering value to
internal and external stakeholders. He likes the pursuit of ideas with impact as he bridges theory
and practice.
Theresa M. Welbourne is Adjunct Professor of Executive Education at the Ross School of
Business, the University of Michigan. Prior to her adjunct work with Michigan, she was a fulltime professor at the University of Michigan and at Cornell University. She is the founder,
President, and CEO of eePulse, Inc., a technology and management research company
delivering web-based leadership tools that transform real-time business information from
employees into real-time results for organizations.With over twenty-five years in the HR field,
her particular focus is on understanding how various human resource, communication, and
leadership strategies can harness employee and customer energy to improve firm performance.
Her research has been featured in popular publications such as Inc. Magazine, Wall Street Journal,
The Financial Times, Business Week, NewYork Times, and Entrepreneur Magazine. Her work has been
published in several books and in journals such as the Academy of Management Journal, Journal of
Management, Human Resource Planning, Journal of Organization Behavior, Compensation and Benefits
Review, Journal of Applied Psychology, and Journal of High Technology Management Research. She is
the Editor-in-Chief of Human Resource Management.
Les Worrall is Professor of Strategic Analysis at Coventry University Business School,Coventry
University. From 1998 to 2007 he was Associate Dean (Research) at the University of
Wolverhampton Business School and Director of the Management Research Centre.From 2001
to 2004, he was Visiting Professor at the Manchester School of Management at UMIST and he
has been actively involved with the British Academy of Management since 1998 where he
became Chair of the Academy’s Directors of Research Network in 2006. For the past ten years,
Professor Worrall has been working with Professor Cary Cooper and the Chartered Management
Institute on the “Quality of Working Life Project”.The project,which has had multiple sponsors,

has focused on monitoring the effect of organizational change on managers’ physical and
psychological well-being and exploring how the nature of managerial work is changing.
Patrick M. Wright is the William J. Conaty GE Professor of Strategic Human Resources in
the School of Industrial and Labor Relations, Cornell University, and Senior Research Fellow
in the School of Social Sciences at Tilburg University. He holds a BA in psychology from
xxi


C O N T R I B U TO R S

Wheaton College, and an MBA and a PhD in Organizational Behavior/Human Resource
Management from Michigan State University. Professor Wright teaches, conducts research, and
consults in the area of Strategic Human Resource Management (SHRM), focusing particularly
on how firms use people as a source of competitive advantage. He has published over sixty
research articles, twenty chapters in books and edited volumes, co-authored a leading HRM
textbook (now in its 6th edition), and co-authored or co-edited six books.
Jon Younger is a Principal of the RBL Group, and leads the firm’s strategic HR practice. He
was previously SVP and chief talent and learning officer for a leading financial services
organization; prior to that he was a co-founder and managing director of the Novations Group.
His work has appeared in the Harvard Business Review, HRM Journal, HR Planning, and the
Research and Technology Management Journal among other publications, and he is a co-author of
the forthcoming book HR Competencies with Dave Ulrich,Wayne Brockbank and others. His
PhD is from the University of Toronto.

xxii


Part 1
Introduction

This first Part contains just one chapter.Written by the editors of the volume, it seeks to set the
scene for the book as a whole.To do this it describes the background and identifies some of the
central themes of the book.
Four themes in particular deserve special mention. First, that there is a growing demand
for a bridge between theory, research and practice.The chapters in this volume seek to attend
to this. Second, that there is an increasing realization that what goes on inside a firm affects
what happens outside, and vice versa.The chapters in this book make the case for connecting
HR issues inside the firm (e.g., employee commitment, policies, etc.) in ways which connect
to the external world – suppliers, investors and customers. How things are done inside the
organization shape the things that go on outside – and vice versa. A good example of this is
the notion of ‘employer brands’. A third theme is the need for HR to manage both at the
micro- and macro-levels – for example, to actively manage individual talent and organization
culture and form. The fourth theme is that HR must learn to manage both transactions
(administrative, operational work of HR) as well as transformation (change, strategic and longterm work).These are often seen as two different types of operations.The operations require
efficiency through technology; the strategic requires transformation through alignment and
integration. One possible implication is that just as other functions have gone through
separation (finance versus accounting, sales versus marketing, information for data centers versus
decision making), so too HR may need to split.
Hence, there are a number of paradoxes to be confronted and they present considerable
challenges to practitioners and researchers. There is a clear need here to bring theory and
practice closer together.Theory offers conceptual roadmaps that explain why things happen.
Research tests those relationships and offers evidence and data that confirm what happens.
Practice built on theory is more likely to endure and to be effective.Theory built on practice
passes a relevancy test.When HR theorists and HR professionals work together, both gain.This
volume is an indicator of how this collaboration might be taken further.

1