ABSTRACT
Introduction In the previous chapter we drew attention to the importance of culture and values in setting the context within which HR practices operate. This chapter shifts the focus directly on to the HR practices themselves. These practices, as we have said, have often been the centre of attention for much of the research in the field. Moreover, practitioners have also typically emphasised HR practices, often with extensive attempts to get a particular practice ‘right’. Typically a problem will be identified, such as a high level of turnover of new graduates, and attempts will then be made to investigate the problem and make changes for example to the method of selection. At other times practitioners will seek to make changes to a combination of practices, for example, as part of a change management programme.
