What the two founding frameworks of 1984 actually contain, where they really differ beyond "soft" and "hard", the strongest criticisms of each, which proved more influential, and how both read a dispute in Bangladesh's tea gardens that no manager could balance away.
27 Oct 2026 · 29 min read
What "strategic" adds to HRM, where the matching idea came from, how vertical and horizontal fit are supposed to work, what the universalistic, contingency and configurational perspectives claim, and why the evidence for alignment is weaker than HR writing usually admits.
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What the founding studies of high-performance work systems actually measured, how strong the performance evidence is, what sits inside the "black box", and what the research says about work intensification, strain and who gains.
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What Becker, Huselid and Ulrich's HR Scorecard added to the Balanced Scorecard, why the chain from HR investment to financial results is harder to establish than its diagrams suggest, why HR scorecards drift back to counting activity, and how to build one that can be tested.
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