Term Paper (Advanced seminar), 2009, 13 Pages
Term Paper (Advanced seminar)
Much has been written about High Commitment Management (HCM), high performance work systems, high commitment HRM or high involvement HRM. (In this work the term High Commitment Management, HCM, will be used for clarity reasons.) Despite that, a positive relation between HCM and organisational performance is almost undoubted, employees often feel that organisations abandon these practices in tough economic times. But is this true or might it be a problem of diverging perceptions? This work builds up the argument by reviewing the literature in chapter one and using the findings to define what HCM actually means. This part also provides insight into why the concept ought to work. Chapter two broadens the discussion by providing reasons why organisations might cancel HCM practices. Chapter three then assesses the concept of HCM against the reality of businesses and organisations, bringing together practice (chapter two) and theory (chapter one). Two case studies provide practical evidence. Chapter four draws a conclusion and summarizes the previous chapters.
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