Human Resource Management–Performance Research: Is Everyone Really on the Same Page on Employee Involvement?
指出人力资源管理-绩效研究中员工参与被忽视或弱化，区分了作为管理哲学的参与导向和作为技术的高绩效工作系统，并探讨了这一分歧对研究进展的意义。
Abstract Differences in the treatment of involvement in the human resource management (HRM)–performance research stream have been underplayed, as commentaries concentrate on showing that HRM produces a performance premium, and more recently on exploring the mechanisms explaining this. This paper first identifies the two initial concerns of the research stream – the value of employee involvement and the holistic treatment of HRM – and the way these are joined to present a unified view of the area. It then reviews the studies, confirming that involvement has been underplayed or neglected completely, and is only prioritized in a minority. A divide is identified between HRM as an orientation towards fostering employee involvement – seen as a managerial philosophy – and as a technology – a set of practices constituting high‐performance work systems. The paper then argues that acknowledgement of this divide matters, and concludes by drawing out some implications for how we should progress the research stream.