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This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability-Motivation-Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance.

Management Buyouts (MBOs) first came to prominence in the US during the early 1980s, and have subsequently become a global phenomenon and a highly significant transaction within the corporate restructuring landscape Although much recent attention has focused on private equity (PE) backed buyouts, these are only a subset of the total MBO market. The Routledge Companion to Management Buyouts takes a much broader definition, reviewing the current state of research and theory and where further developments are likely to occur and incorporating PE and non-PE backed buyouts, as well as variations such as management buy-ins and management-employee buyouts. It goes beyond the purely financial perspective, exploring the many different aspects of management buyouts and incorporating related disciplines including strategy, organizational change, and HRM providing the first truly comprehensive authoritative resource on the topic. Expertly edited, and drawing on international scholarship, this unique volume will be an invaluable sourcebook on MBOs for researchers and advanced students as well as those interested in the broader areas of corporate restructuring and ownership change.

This paper explores the presence of workplace union representatives in the British public sector, and also the extent to which union representatives are engaged in partnership working with management, drawing on data from the Workplace Employment Relations Survey 2011. This analysis is timely given government plans to introduce reporting requirements and reserve powers to restrict public sector facility time in the Trade Union Bill 2015-16. The analysis finds that in workplaces with union recognition, union representatives are more prevalent and there are more representatives per employee in the public than the private sector, but there is no evidence that this should be viewed as excessive or that managers view it as problematic. There is, on balance, greater evidence of partnership working between union representatives and managers in the public than the private sector. Given the importance of partnership working in improving public services, the results suggest the provisions in the Trade Union Bill 2015-16 relating to public sector facility time are more likely to hinder rather than support public sector managers in their attempts to improve public service provision in the future.