Abstract
Research exploring the relationship between human resource management (HRM) and outcomes such as corporate performance encounters a range of significant practical difficulties. Using two surveys as illustrative cases, this paper examines the practical challenges of operationalizing and measuring HRM, measuring the various outcomes and assessing the relationship between HRM and corporate performance. Despite the problems, it is suggested that significant progress has been made. While possible solutions to some of the problems are put forward, it is argued that a key requirement remains more clearly specified theory, particularly theory about the nature of HRM.
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