Toward an integrative view of strategic human resource management

Human Resource Management Review

Volumn 1, Issue 3, 1991, Pages 203-225

  Wright, Patrick M ^a   Snell, Scott A ^b  

^a TEXAS A AND M UNIVERSITY   (United States)

^b PENNSYLVANIA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0001561360     PISSN: 10534822     EISSN: None     Source Type: Journal    
DOI: 10.1016/1053-4822(91)90015-5     Document Type: Article

References (63)

1. Behavior Management in the Public Accommodations Industry A Three Project Demonstration
2. Behavior Management of Client Contacts in a Real Estate Brokerage Getting Agents to Sell More
3. A Systematic Analysis of Feedback, Goal Setting, and Work-Contingent Praise as Applied to a University Hockey Team
4. Reinforcing Organizational Defensive Routines An Unintended Human Resources Activity
5. Managing Two Fits of Strategic Human Resource Management
6. Successful Partnerships: HR and Strategic Planning at Eight Top Firms
7. Operation KPE Developing a New Organization
8. A Framework for Strategic Human Resource Management
9. Competitiveness and Human Resources
10. Bringing Human Resources into the Strategy Formulation Process
11. Strategic Human Resources Management and Planning
12. The Strategic Outcomes of Human Resource Management
13. Human Resources Management Strategies in Declining Industries
14. The Sharonville Story: Worker Involvement at a Ford Motor Company Plant
15. Role negotiation: A Tough-minded Approach to Team Development
16. Turnover Functionality Versus Turnover Frequency: A Note on Work Attitudes and Organizational Effectiveness
17. Turnover Functionality Versus Turnover Frequency: A Note on Work Attitudes and Organizational Effectiveness
18. Developing Strategic Compensation Plans
19. Team Building
20. Organizational Characteristics as Predictors of Personnel Practices
21. Frontiers for Strategic Human Resource Planning and Management
22. On the Folly of Rewarding A While Hoping for B
23. Strategic Human Resources Management: A Review of the Literature and a Proposed Typology
24. The Relative Effectiveness of Four Methods of Motivating Employee Performance
25. Strategy and Human Resources Concepts and Practice
26. Evolution of Concept and Practice in Personnel Administration/Human Resource Management
27. Designing Strategic Human Resources Systems
28. The Strategy Concept I Five P's of Strategy
29. Strategies for Adapting to High Rates of Employee Turnover
30. A Diagnostic Model for Organizational Behavior
31. Organizational Staffing: Integrating Practice with Strategy
32. Markets Bureaucracies and Clans
33. Organization Control Two Functions
34. Fitting New Employees into Corporate Culture
35. White-Collar Human Resource Management in Large Japanese Manufacturing Firms
36. Strategic Alliances Organizational Learning and Competitive Advantage The HRM Agenda
37. Fostering and Facilitating Entrepreneurship in Organizations Implications for Organization Structure and Human Resource Practices
38. Linking Competitive Strategies with Human Resource Management Practices
39. Gaining Competitive Advantage Through Human Resource Practices
40. Strategic Human Resource Management and Firm Effectiveness in Industries Experiencing Decline
41. Retranslation of Expectations: An Approach to the Construction of Unambiguous Anchors for Rating Scales
42. Staffing Police as a Strategic Response: A Typology of Career Systems
43. Strategic Human Resource Management in the UK Computer Supplier Industry
44. Britain's Training Problems The Search for a Strategic Human Resources Management Approach
45. Defining the Activities and Effectiveness of the Human Resource Department A Multiple Constituency Approach
46. Strategic Human Resource Management
47. Psychological Issues in Personnel Decisions