Corporate Governance and Human Resource Management

Abstract

This paper investigates the effect of different forms of corporate governance on the structure and nature of stakeholder relationships within organizations and the consequent impact on human resource management (HRM) policy and outcomes. The analysis shows that while performance advantages can be derived from commitment-based HRM systems, a corporate governance regime that privileges remote stakeholders may operate as a constraint on such systems. The empirical analysis is based on the UK Workplace Employee Relations Survey (WERS98). Copyright Blackwell Publishing Ltd/London School of Economics 2006.

Corporate Ownership and Initial Training in Britain, Germany and Switzerland

“…It makes no ne t contribution to capital formation in Germany or Switzerland, and only a moderate one in Britain. Finally, although one 34 Konzelmann et al (2006). The lack of association may reflect the limitations of the data used, notably the lack of differentiation of dispersed from blockholder ownership among listed companies, and the orientation of the training variables to adult training (incidence of and time spent in off-the-job training, and HR content of training).…”

“…The answer potentially involves three factors: agency costs between owners and managers, 6 Green et al (1996), Konzelmann et al (2006). 7 Ryan et al (2010).…”

Corporate governance and strategic human resource management: Four archetypes and proposals for a new approach to corporate sustainability

“…The underlying theory is that employee involvement secures employee co-24 operation and commitment (Farndale, Van Ruiten, Kelliher, and Hope Hailey, 2011). In turn, this involvement improves firm-level outcomes, but only if the benefits from this form of SHRM accrue to both the organization and to most, if not all, employees (Konzelmann et al, 2006). Pluralist theory puts more emphasis on worker representation in governance, employee participation, long-term investments in employee development and well-being, and investments in social as well as human capital.…”

“…Employees become socially constructed (and, in some cases, construct themselves) as 'human capital' or 'human resources' rather than ' resourceful humans' (Wright and MacMahan, 2011). The short-term profits focus of the traditional shareholder value model prevents long-term investment in training and well-being initiatives, as evidenced especially in liberal market economies of the UK and the USA (Davis, 2013;Konzelmann, Conway, Trenberth, and Wilkinson, 2006). In brief, this SHRM approach promises to deliver short-term financial returns, rather than incurring the costs associated with investing in long-term human and social capital (Groysberg, 2010).…”

Corporate Governance and Employment Relations

“…Other strands of research into corporate governance and employment relations within organizations in the United Kingdom (UK) have identified patterns associated with alternative forms of corporate governance and the ways in which they prioritize stake-holder interests (Konzelmann, Conway, Trenberth and Wilkinson 2006).…”