Documents Dyer, Lee 3 results

"Numerous scholars have documented a dramatic transformation taking place in the relationship between employers and employees. Job security and career ladders are being replaced with a doctrine of employability. In exchange for loyalty and hard work, firms are promising to keep employees' skills current and develop them for opportunities in other workplaces. To meet these changing needs, labour market intermediaries such as temporary help firms and employee leasing organizations have emerged to mediate the relationship between firms and the spot labour market. Companies are also forming collaborative relationships, termed ‘HR alliances' with other firms to manage their human resources. These take the form of employee-sharing relationships, training and development partnerships and ‘quasi-internal labour markets' where employees are trained and work in one firm then permanently ‘promoted' to a position of higher responsibility in a partner firm. In this theoretical paper, I explore the types of employees likely to be managed using an HR alliance, factors that influence firms' use of such alliances, and factors that influence firms' choice of collaboration partners. The paper concludes with a proposal of potential qualitative and quantitative research to study this phenomenon."

"In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioural approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviours (ROEBs) likely to foster organizational reliability and suggest that they are especially valuable to reliability-seeking organizations that operate under ‘trying conditions'. We then develop a reliability-enhancing human resource strategy (REHRS) likely to facilitate the manifestation of these ROEBs. We conclude that the behavioural approach offers SHRM scholars an opportunity to explain how people contribute to specific organizational goals in specific contexts and, in turn, to identify human resource strategies that extend the general high performance human resource strategy (HPHRS) in new and important ways."

"Although strategic human resource management began to emerge as a domain of study around 1980, many of the field's major theoretical and empirical strides have occurred during the last decade or so. By and large these have emanated from communities of scholars operating within specific countries or, in some cases, regions of the world. The next generation of contributions, however, is beginning to emerge on a global basis. This special issue fosters the broader development of our field by bringing together a set of papers written by a cadre of scholars from various spots around the world who recently gathered at Cornell University to share thoughts and perspectives. While viewpoints vary, overall the collection offers a wealth of specific insights and suggestions for moving the field forward on the inevitable path of globalization."