Presentation Of Shrm

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Presentation Of Shrm

  1. 1. SULLY TAYLOR SCHON BEECHLER NANCY NAPIER The Academy of Management Review, Vol. 21, No. 4 (Oct., 1996), pp. 959-985
  2. 2. <ul><li>Back Ground </li></ul><ul><li>Introduction </li></ul><ul><li>Definition of terms </li></ul><ul><li>Current Theories Of SIHRM </li></ul><ul><li>THE SIHRM Model </li></ul><ul><li>CONCLUSIONS AND IMPLICATIONS </li></ul>
  3. 3. <ul><li>The MNCs are important players in the global economy due to which their interest has increased in research in strategy and management. </li></ul><ul><li>(Hamel & Prahalad, 1985) </li></ul><ul><li>The article is built on the previous work on International Human Resource Management. </li></ul>
  4. 4. <ul><li>The paper is build on two frameworks from the field of strategy and organization theory. They are; </li></ul><ul><ul><li>Resource based theory of the firm. </li></ul></ul><ul><ul><li>Resource development theory. </li></ul></ul><ul><li>The above two frameworks are applied to three levels which are; </li></ul><ul><ul><li>MNC as a whole. </li></ul></ul><ul><ul><li>The affiliates (subsidiaries) </li></ul></ul><ul><ul><li>Individual group of employees in the affiliates. </li></ul></ul>
  5. 6. <ul><li>International Human Resource Management (IHRM) </li></ul><ul><li>The MNC's IHRM system as the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining an MNC's human resources. It is thus the aggregate of the various HRM systems used to manage people in the MNC, both at home and overseas. </li></ul>
  6. 7. <ul><li>Strategic Human Resource Management (SHRM) </li></ul><ul><li>Strategic Human Resource Management (SHRM), in contrast, is used to explicitly link HRM with the strategic management processes of the organization and to emphasize coordination or congruence among the various human resource management practices. </li></ul>
  7. 9. <ul><li>Proposition 1: </li></ul><ul><li>MNCs following a multi-domestic strategy will adopt an adaptive SIHRM orientation rather than an exportive or integrative SIHRM orientation. </li></ul><ul><li>Proposition 2: </li></ul><ul><li>MNCs following a global strategy will adopt an integrative SIHRM orientation rather than an adaptive or exportive SIHRM orientation. </li></ul>
  8. 10. <ul><li>Proposition 3: </li></ul><ul><li>If top management perceives that the MNC's HRM competence is context specific, the MNC will adopt an adaptive SIHRM orientation rather than an exportive or integrative SIHRM orientation. </li></ul><ul><li>Proposition 4: </li></ul><ul><li>If top management perceives that the MNC's HRM competence is context generalize-able, and if the firm is following a global strategy, the MNC will adopt either an exportive or integrative SIHRM orientation rather than an adaptive SIHRM orientation. </li></ul>
  9. 11. <ul><li>Proposition 5: </li></ul><ul><li>The highest degree of similarity between the parent company's HRM system and the affiliate's HRM system will be found in MNCs following an exportive SIHRM orientation. A moderate degree of similarity will be found in MNCs following an integrative SIHRM orientation. The lowest degree of similarity will be found in MNCs following an adaptive SIHRM orientation. </li></ul>
  10. 12. <ul><li>Proposition 6: </li></ul><ul><li>There will be the highest degree of similarity between the parent company's HRM system and the affiliate's HRM system in affiliates that are integrated players. </li></ul><ul><li>Proposition 7: </li></ul><ul><li>There will be the lowest degree of similarity between the parent company's HRM system and the affiliate's HRM system in affiliates that are local innovators. </li></ul>
  11. 13. <ul><li>Proposition 8: </li></ul><ul><li>There will be a moderate degree of similarity between the parent company's HRM system and the affiliate's HRM system in affiliates that are global innovators and implementers, although there will be more similarity for global innovators than for implementers. </li></ul>
  12. 14. <ul><li>Proposition 9: </li></ul><ul><li>The degree of similarity between a parent company's HRM system and an affiliate's HRM system will be greater in affiliates established as Greenfield operations than in those acquired or established as shared partnerships. </li></ul>
  13. 15. <ul><li>Proposition 10: </li></ul><ul><li>The greater the cultural distance between the host country of the affiliate and the home country of the MNC, the less similarity between the parent company's HRM system and the affiliate's HRM system. </li></ul>
  14. 16. <ul><li>Proposition 11: </li></ul><ul><li>The greater the legal distance between the host country of the affiliate and the home country of the MNC, the lower the degree of similarity between the MNC parent company's HRM system and the affiliate's HRM system. </li></ul>
  15. 17. <ul><li>Proposition 12: </li></ul><ul><li>The highest degree of similarity between a parent company's HRM system and an affiliate's HRM system will be vis-à-vis the groups of employees who are most critical to the MNC's performance. </li></ul>
  16. 18. <ul><li>There are a number of contributions of this model. </li></ul><ul><li>First: </li></ul>

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