Do We Practice What We Preach?

Abstract

Using Pfeffer's typology of high-performance human resource management practices, this study examined faculty perceptions of how U.S. schools of business utilize such practices. Results show that faculty believe that most high-performance human resource management practices are used by their schools, particularly employment security, empowerment/self-management, and information sharing. Faculty perceive less attention being devoted to the use of training and development practices, competitive pay, and reward systems. Implications for business school management are presented, which include ensuring that deans and department chairs are trained in effectively managing faculty for achievement of business school missions and goals.