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Human resource management: how much do firms really need?

Author

Listed:
  • Alex Bryson
  • Michael White

Abstract

More complete systems of human resource management (HRM) could deliver really extensive gains in employee motivation, according to an analysis of representative data from British workplaces by Michael White and Alex Bryson. Their research explores whether the introduction of 'high-performance work systems' really make a difference to business performance and whether it is possible for firms to have 'too little' or 'too much' HRM. They find that workplace attitudes become steeply and progressively more positive once a threshold of HRM practices has been reached. But in terms of employee attitudes, it might be better to have no HRM than just a little. At present, a half of British workplaces are experiencing slightly depressed employee attitudes.

Suggested Citation

  • Alex Bryson & Michael White, 2013. "Human resource management: how much do firms really need?," CentrePiece - The magazine for economic performance 407, Centre for Economic Performance, LSE.
    • Handle: RePEc:cep:cepcnp:407
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    File URL: https://cep.lse.ac.uk/pubs/download/cp407.pdf
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    More about this item

    Keywords

    Human resource management; high performance; organizational commitment;
    All these keywords.

    JEL classification:

    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy
    • L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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