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The Value of Innovative Human Resource Management Practices

In: America at Work

Author

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  • Kathryn Shaw

Abstract

In the last 30 years, there has been a dramatic change in firms’ choices of human resource management (HRM) practices towards what are often labeled “innovative” or “high-performance” practices. These new practices often include greater teamwork, greater participation by employees in decision making, more information sharing among employees, greater training and education, and, often, new forms of incentive pay to complement these changes. In fact, these new practices represent a “technology shock” that is similar to the “technology shock” of new information technologies.

Suggested Citation

  • Kathryn Shaw, 2006. "The Value of Innovative Human Resource Management Practices," Palgrave Macmillan Books, in: Edward E. Lawler & James O’Toole (ed.), America at Work, chapter 13, pages 227-239, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-4039-8359-6_13
    DOI: 10.1057/9781403983596_13
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    Cited by:

    1. Lewicka Dagmara & Pec Monika, 2018. "The Impact of Human Resources Management on Job Involvement. The Mediating Role of Vertical Trust," Folia Oeconomica Stetinensia, Sciendo, vol. 18(2), pages 34-45, December.
    2. Cynthia Gramm & John Schnell, 2013. "Long-Term Employment and Complementary Human Resource Management Practices," Journal of Labor Research, Springer, vol. 34(1), pages 120-145, March.

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