Other organizational perspectives on the contribution of human resources management to organizational performance

[Excerpt] Human resources management (HRM) has been an object of study and reflection at both theoretical and practical levels. In fact, it is common to find references in the literature to a dichotomy of analysis and perceptions between academics and practitioners (Gates & Langevin, 2010; Buller & McEvoy, 2012; Winkler et al., 2013). The considerable intensification of research in this field is a consequence of diverse debates which emerged around the concept and object of HRM (Legge, 1995; Kaufman, 2001; Gates & Langevin, 2010). Among these debates are questions such as: the transverseness attributed to HRM in the organizational field (Paawe, 1996; Keating et al., 2000; Ribeiro, 2003; Cunha et al., 2010); and the connection between HRM and organizational performance (Wright et al., 2005; Prowse & Prowse, 2010; Stavrou et al., 2010; Buller & McEvoy, 2012; Sirca et al., 2013; Bednall et al., 2014).
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