Human resource management and economic success : an Australian perspective

In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994...
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Autor*in:	Dowling, Peter J. [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2005

Schlagwörter:	Personalmanagement / Betriebsklima / Unternehmenserfolg / Multinationales Unternehmen / Deutsch / Australien

Beschreibung:	Systemvoraussetzung: Acrobat Reader.

Übergeordnetes Werk:	In: Management revue - Baden-Baden : Nomos, 1990, 16(2005), 2, Seite 202-212
Übergeordnetes Werk:	volume:16 ; year:2005 ; number:2 ; pages:202-212

Links:	Volltext Volltext

Katalog-ID:	755839269

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allfields	10419/78908 hdl (DE-627)755839269 (DE-599)GBV755839269 DE-627 ger DE-627 rakwb eng Dowling, Peter J. verfasserin (DE-588)170517500 (DE-627)060618949 (DE-576)131396501 aut Human resource management and economic success an Australian perspective Peter J. Dowling 2005 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion. Systemvoraussetzung: Acrobat Reader. 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw In Management revue Baden-Baden : Nomos, 1990 16(2005), 2, Seite 202-212 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:16 year:2005 number:2 pages:202-212 http://hdl.handle.net/10419/78908 Download aus dem Internet: Stand 26.07.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 16 2005 2 202-212 26 01 0206 1417328452 z1k 26-07-13 26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia
spelling	10419/78908 hdl (DE-627)755839269 (DE-599)GBV755839269 DE-627 ger DE-627 rakwb eng Dowling, Peter J. verfasserin (DE-588)170517500 (DE-627)060618949 (DE-576)131396501 aut Human resource management and economic success an Australian perspective Peter J. Dowling 2005 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion. Systemvoraussetzung: Acrobat Reader. 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw In Management revue Baden-Baden : Nomos, 1990 16(2005), 2, Seite 202-212 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:16 year:2005 number:2 pages:202-212 http://hdl.handle.net/10419/78908 Download aus dem Internet: Stand 26.07.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 16 2005 2 202-212 26 01 0206 1417328452 z1k 26-07-13 26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia
allfields_unstemmed	10419/78908 hdl (DE-627)755839269 (DE-599)GBV755839269 DE-627 ger DE-627 rakwb eng Dowling, Peter J. verfasserin (DE-588)170517500 (DE-627)060618949 (DE-576)131396501 aut Human resource management and economic success an Australian perspective Peter J. Dowling 2005 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion. Systemvoraussetzung: Acrobat Reader. 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw In Management revue Baden-Baden : Nomos, 1990 16(2005), 2, Seite 202-212 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:16 year:2005 number:2 pages:202-212 http://hdl.handle.net/10419/78908 Download aus dem Internet: Stand 26.07.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 16 2005 2 202-212 26 01 0206 1417328452 z1k 26-07-13 26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia
allfieldsGer	10419/78908 hdl (DE-627)755839269 (DE-599)GBV755839269 DE-627 ger DE-627 rakwb eng Dowling, Peter J. verfasserin (DE-588)170517500 (DE-627)060618949 (DE-576)131396501 aut Human resource management and economic success an Australian perspective Peter J. Dowling 2005 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion. Systemvoraussetzung: Acrobat Reader. 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw In Management revue Baden-Baden : Nomos, 1990 16(2005), 2, Seite 202-212 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:16 year:2005 number:2 pages:202-212 http://hdl.handle.net/10419/78908 Download aus dem Internet: Stand 26.07.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 16 2005 2 202-212 26 01 0206 1417328452 z1k 26-07-13 26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia
allfieldsSound	10419/78908 hdl (DE-627)755839269 (DE-599)GBV755839269 DE-627 ger DE-627 rakwb eng Dowling, Peter J. verfasserin (DE-588)170517500 (DE-627)060618949 (DE-576)131396501 aut Human resource management and economic success an Australian perspective Peter J. Dowling 2005 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion. Systemvoraussetzung: Acrobat Reader. 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw In Management revue Baden-Baden : Nomos, 1990 16(2005), 2, Seite 202-212 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:16 year:2005 number:2 pages:202-212 http://hdl.handle.net/10419/78908 Download aus dem Internet: Stand 26.07.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 16 2005 2 202-212 26 01 0206 1417328452 z1k 26-07-13 26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia
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source	In Management revue 16(2005), 2, Seite 202-212 volume:16 year:2005 number:2 pages:202-212
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author	Dowling, Peter J.
spellingShingle	Dowling, Peter J. stw Personalmanagement stw Betriebsklima stw Unternehmenserfolg stw Multinationales Unternehmen stw Deutsch stw Australien 26 HRM 26 Australian perspective 26 firm performance 26 economic success 26 German companies operating in Australia Human resource management and economic success an Australian perspective
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topic_title	26 00 DE-206 56 HRM 26 00 DE-206 56 Australian perspective 26 00 DE-206 56 firm performance 26 00 DE-206 56 economic success 26 00 DE-206 56 German companies operating in Australia Human resource management and economic success an Australian perspective Peter J. Dowling 1.1\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.2\x Betriebsklima (DE-627)091351243 (DE-2867)12577-6 stw 1.3\x Unternehmenserfolg (DE-627)091396492 (DE-2867)12069-4 stw 1.4\x Multinationales Unternehmen (DE-627)091378923 (DE-2867)12062-4 stw 1.5\x Deutsch (DE-627)09140648X (DE-2867)26208-4 stw 1.6\x Australien (DE-627)091349044 (DE-2867)17935-2 stw
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topic_unstemmed	stw Personalmanagement stw Betriebsklima stw Unternehmenserfolg stw Multinationales Unternehmen stw Deutsch stw Australien 26 HRM 26 Australian perspective 26 firm performance 26 economic success 26 German companies operating in Australia
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title	Human resource management and economic success an Australian perspective
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title_full	Human resource management and economic success an Australian perspective Peter J. Dowling
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title_sub	an Australian perspective
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title_sort	human resource management and economic successan australian perspective
title_auth	Human resource management and economic success an Australian perspective
abstract	In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion.
abstractGer	In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion.
abstract_unstemmed	In this paper we examine the case for a link at the national and firm level between human resource management (HRM) and economic success in Australia. A brief history of the industrial development of Australia (and New Zealand) is presented and some differentiating factors noted (Dowling/Boxall 1994). A key factor with regard to Australia is the relatively small size of the population and economy and the disproportionate impact of globalisation and global political and economic events upon the performance of the Australian economy. Recent empirical research in the US which argues that there is evidence that positive employee relations effectively serves as an intangible and enduring asset at the firm level (Fulmer/Gerhart/Scott 2003) is noted, as is the December 2003 special issue of International Journal of Human Resource Management which focuses on Developments in Comparative HRM and concludes that there is evidence both for and against the hypothesis that there are no universal prescriptions for effective HRM. The editors (Wright and Brewster) argue that “the variety of views about what makes for ‘good HRM’ and the variety of understandings of which policies and practices lead to success is not only inevitable, but should be welcomed” (Wright/Brewster 2003: 1305). The author is in broad agreement with this conclusion.
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title_short	Human resource management and economic success
url	http://hdl.handle.net/10419/78908 http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2005/mrev/mrev_2_2005_Dowling
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up_date	2024-07-04T13:52:22.374Z
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