ABSTRACT
This book has sought to draw on recent research and our own empirical data to investigate the links between HR practices and organisational performance. We began by reviewing the previous work in the field and then proposing our analytical model. In the second section we moved on to developing the model by examining culture, HR practices, the roles of line managers and employee attitudes. The third section then applied this model to help us understand the links between HR practices and performance for different occupations and in the professional knowledge worker and financial services sectors. Finally, in this section we consider the conclusions and implications of our findings. This chapter has three aims: (a) to provide a brief summary of the principal findings, (b) to consider the implications for future research and (c) to discuss the implications of our findings for practitioners.
