A variety of controversies have taken place in the last few years in the area of human resource management (HRM), such as the distinction between personnel management and HRM (Schuler & Jackson, 2005; Wright, Snell & Dyer, 2005); HRM's strategic essence (Martin – Alcazar, Romero – Fernandez & Sanchez – Gardley, 2005; Schuler & Jackson, 2005); HRM as a means of competitive advantage (Chan, Shaffer, & Snape, 2004; Delery, 1998); and to what degree HRM is able to help boost the efficiency of the company (Paauwe, 2004; Paauwe & Boselie, 2005; Schuler & Jackson, 1999). Three viewpoints arise from the current literature on the last debate — universalistic, contingency, and configurational (Guest, 1997; Hoque, 1999). The universalistic view posits the "best practice package" of HR activities, which means that market strategies and HRM policies are equally autonomous in evaluating company efficiency (Arthur, 1994; Brewster, 1999; Claus, 2003; Huselid, 1995; Ichniowski, Shaw, & Prennushi, 1997; Pfeffer, 1994).
Volume 12 | 08-Special Issue
Pages: 572-581
DOI: 10.5373/JARDCS/V12SP8/20202557