Contents
Introduction 2- Background 2
- High commitment HRM and Performance 3
- Employment Security and Internal Labour Markets 3
- Selective Hiring and Sophisticated Selection 4
- Extensive Training, Learning and Development 6
- Employee Involvement, Information Sharing and Worker Voice 7
- Self-managed Teams 8
- High Compensation Contingent on Performance 9
- Reduction of Status Differentials 10
- Issues 10
- Findings and Conclusions 11
- References 14
Description
This paper answers the following question on the case study –
In recent years, there has been much interest in the notion of ‘best practice’ or ‘high commitment’ human resource management (HRM). Considering this premise provide a reasoned and academically underpinned analysis of how the container store fits with this ‘high commitment’ model and analyse the possible problems associated with a manager trying to link HRM to performance?
