HRM and Performance: What’s Next?

The last decade of empirical research on the added value of human resource management (HRM), also known as the HRM and Performance debate, demonstrates evidence that ‘HRM does matter’ (Huselid, 1995; Guest, Michie, Conway and Sheehan, 2003; Wright, Gardner and Moynihan, 2003). Unfortunately, the relationships are often (statistically) weak and the results ambiguous. This paper reviews and attempts to extend the theoretical and methodological issues in the HRM and performance debate. Our aim is to build an agenda for future research in this area. After a brief overview of achievements to date, we proceed with the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance and what is the nature of the link between these two. In the final section, we make a plea for research designs starting from a multidimensional concept of performance, including the perceptions of employees, and building on the premise of HRM systems as an enabling device for a whole range of strategic options. This implies a reversal of the Strategy-HRM linkage

HRM and Performance: What’s Next?

The last decade of empirical research on the added value of human resource management (HRM), also known as the HRM and Performance debate, demonstrates evidence that ‘HRM does matter’ (Huselid, 1995; Guest, Michie, Conway and Sheehan, 2003; Wright, Gardner and Moynihan, 2003). Unfortunately, the relationships are often (statistically) weak and the results ambiguous. This paper reviews and attempts to extend the theoretical and methodological issues in the HRM and performance debate. Our aim is to build an agenda for future research in this area. After a brief overview of achievements to date, we proceed with the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance and what is the nature of the link between these two. In the final section, we make a plea for research designs starting from a multidimensional concept of performance, including the perceptions of employees, and building on the premise of HRM systems as an enabling device for a whole range of strategic options. This implies a reversal of the Strategy-HRM linkage

The motives of organizational justice

The article proposes an answer to the question of why people care about justice in the workplace.models of organizational justice; material benefits; relational benefits; the fair process effect; the fair outcome effect; the interactive effect; the fairness preference effect; motives of organizational justice; controlled and cognitively driven justice judgements; automatic and emotionally driven justice judgments.

Examining Collegiality and Social Justice in Academia and the Private Sector: an Exploratory SYMLOG Analysis

This research compares the perceptions of the private sector, high-technology employees to the perceptions of university faculty members regarding organizational culture, social justice and collegiality concepts. The SYMLOG assessment technique was used to record the perceptions of respondents to four different concepts of organizational culture, two different aspects of social justice and two measures of collegiality. Comparative findings of gender differences across the eight concepts raise key organizational culture, legal, measurement, governance, and social policy issues for academia and high tech organizations. The development of a conceptual framework to guide future research and a blueprint to discuss desired organizational change are highlighted

Datacenter Traffic Control: Understanding Techniques and Trade-offs

Datacenters provide cost-effective and flexible access to scalable compute and storage resources necessary for today's cloud computing needs. A typical datacenter is made up of thousands of servers connected with a large network and usually managed by one operator. To provide quality access to the variety of applications and services hosted on datacenters and maximize performance, it deems necessary to use datacenter networks effectively and efficiently. Datacenter traffic is often a mix of several classes with different priorities and requirements. This includes user-generated interactive traffic, traffic with deadlines, and long-running traffic. To this end, custom transport protocols and traffic management techniques have been developed to improve datacenter network performance. In this tutorial paper, we review the general architecture of datacenter networks, various topologies proposed for them, their traffic properties, general traffic control challenges in datacenters and general traffic control objectives. The purpose of this paper is to bring out the important characteristics of traffic control in datacenters and not to survey all existing solutions (as it is virtually impossible due to massive body of existing research). We hope to provide readers with a wide range of options and factors while considering a variety of traffic control mechanisms. We discuss various characteristics of datacenter traffic control including management schemes, transmission control, traffic shaping, prioritization, load balancing, multipathing, and traffic scheduling. Next, we point to several open challenges as well as new and interesting networking paradigms. At the end of this paper, we briefly review inter-datacenter networks that connect geographically dispersed datacenters which have been receiving increasing attention recently and pose interesting and novel research problems.Comment: Accepted for Publication in IEEE Communications Surveys and Tutorial

Principles for Fairness and Efficiency in Enhancing Environmental Services in Asia: Payments, Compensation, or Co-Investment?

The term payments for environmental services (PES) has rapidly gained popularity, with its focus on market-based mechanisms for enhancing environmental services (ES). Current use of the term, however, covers a broad spectrum of interactions between ES suppliers and beneficiaries. A broader class of mechanisms pursues ES enhancement through compensation or rewards. Such mechanisms can be analyzed on the basis of how they meet four conditions: realistic, conditional, voluntary, and pro-poor. Based on our action research in Asia in the Rewarding Upland Poor for Environmental Services (RUPES) program since 2002, we examine three paradigms: commoditized ES (CES), compensation for opportunities skipped (COS), and co-investment in (environmental) stewardship (CIS). Among the RUPES action research sites, there are several examples of CIS with a focus on assets (natural + human + social capital) that can be expected to provide future flows of ES. CES, equivalent to a strict definition of PES, may represent an abstraction rather than a current reality. COS is a challenge when the legality of opportunities to reduce ES is contested. The primary difference between CES, COS, and CIS is the way in which conditionality is achieved, with additional variation in the scale (individual, household, or community) at which the voluntary principle takes shape. CIS approaches have the greatest opportunity to be pro-poor, as both CES and COS presuppose property rights that the rural poor often do not have. CIS requires and reinforces trust building after initial conflicts over the consequences of resource use on ES have been clarified and a realistic joint appraisal is obtained. CIS will often be part of a multiscale approach to the regeneration and survival of natural capital, alongside respect and appreciation for the guardians and stewards of landscapes