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Journal of Industrial Relations

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Опубликовано на портале: 08-12-2002
David E. Guest Journal of Industrial Relations. 2002.  Vol. 44. No. 3. P. 335 - 358. 
Two main approaches to human resource management (HRM)are identified: one focusing on the organisational concern for the relationship between HRM and performance, the other mounting a critique of HRM. It is argued that both pay lip service to, but largely neglect worker reactions to HRM. The case is made for building the worker into the analysis of HRM, on the one hand,by incorporating worker attitudes and behaviour in the study of the HRMperformance relationship,and on the other, by paying serious attention to the association between HRM and workerrelated outcomes. Evidence is presented to suggest that worker attitudes and behaviour mediate the HRMperformance relationship and that certain HR practices are associated with higher work and life satisfaction. These practices include job design, direct participation and information provision that are associated with higher performance; but work satisfaction is also associated with equal opportunities, familyfriendly and antiharassment practices. It is suggested that a more workerfriendly HRM can best be applied in the context of a partnership or mutual gains framework.