From shr to_op_ispa_250211

221 views

Published on

Published in: Business, Career
  • Be the first to comment

  • Be the first to like this

From shr to_op_ispa_250211

  1. 1. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Open the black-box...between HR and Performance Authors: Ana Rita Damas Oliveira anaritadamasoliveira@gmail.com ISPA Paulo Alexandre Guedes Lopes Henriques lopeshen@iseg.utl.pt ISEG Teresa Cristina Clímaco Monteiro d´Oliveira teresa.oliveira@ispa.pt ISPAAna Rita Oliveira 25 Fevereiro 2011
  2. 2. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance State of the Art What makes HR strategic? Business Strategy HR Strategy SHRM Literature Review HR acting strategically/aligned with Business Strategy Integrated approach linking HR to performance, (Paul & Anantharaman, 2003, Katou & Budhwar, 2010) Most pressing theoretical and empirical challenge in SHRM literature, (Becker & Huselid, 2006)Ana Rita Oliveira 25 Fevereiro 2011
  3. 3. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance State of the Art Is there a direct impact between HR and performance? NO No single HRM practice has direct causal connection with organizational financial performance , (Paul & Anantharaman, 2003) We need more theoretical work on the black-box between HR and performance and less on the black-box within the HR... (Becker & Huselid, 2006) Strategy implementation as the central mediating variable between HR and Performance (Becker & Huselid, 2006)Ana Rita Oliveira 25 Fevereiro 2011
  4. 4. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance State of the Art Why Best-Practices or Best-Fit Stream? 90’s approach – literature dominated by Best-Practices approach Replication approach = competitive advantage? ... and integration approach? ... and business strategy approach? Best-Fit Stream (Katou & Budhwar 2010) “It is not the HR practices that determine the organization performance”… it is the impact of those practices on people that represent the source of sustainable advantage, (Messermith & Guthrie 2010).Ana Rita Oliveira 25 Fevereiro 2011
  5. 5. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance State of the Art People as Strategic Assets – “VRIN” concept VRIN resources - “valuable, rare, inimitable, and non substitutable”, (Barney, 1991 cited in Locket et al, 2009). Strategic assets - “set of difficult to trade and imitate, scarce, appropriable, and specialized resources and capabilities that bestow the firm´s competitive advantage”, (Ami & Schoemaker, 1993 cited in Becker & Gerhart, 1996). “The source of competitive advantage... is the people who are selected, and developed via SHRM practices... while presumably the human and social capital created by these HR practices”, (Messersmith & Guthrie ,2010)Ana Rita Oliveira 25 Fevereiro 2011
  6. 6. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance State of the Art Human Capital created by SHRM practices?? RBV theory and Dynamic capabilities: resources difficult to imitate and with the ability to be renowable, ( Ambrosini & Bowman , 2009), (Locket et al, 2009) . Human capital as an intangible resource, related with company performance outcomes … that refers to the skills and knowledge obtained through education, training and experience, (Sturman & Cheramie, 2008). Major criticism in human capital area is the “preoccupation with individual- levels” instead of “short-term organizational effectiveness (e.g., return on investment, stock value) and long term organizational effectiveness (e.g. long- term growth, increased market share, innovation, social responsibility), (Avey et al, 2010).Ana Rita Oliveira 25 Fevereiro 2011
  7. 7. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance H3 H1 Operational model and hypotheses H3: Organizational commitment H1: SHRM indicators will be positively H2 H4 variables will be positively related related with organizational commitment with organization performance variables(company satisfaction, job satisfaction and job retention). H4: Employee levels of H2: SHRM indicators will be positively psychological will be positively related with employee levels of related with organization psychological capital performanceFig 1. Conceptualization for the HR-Performance link Source: AuthorAna Rita Oliveira 25 Fevereiro 2011
  8. 8. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Methodology/Case Study: The selection of the case method considers the investigation characteristics. Since the study scope is the HR-Performance link… “Case study design also involves decision about the time frame for research, particularly the period of time which the research will relate, and the number of episodes of data collection required”, (Ritchie & Lewis, 2003). A qualitative design needs to be flexible and allow changes during the phenomenon understudy takes place, and the challenge “to figure out which design and methods are most appropriate, productive and useful in a given situation”, (Pattou, 2002).Ana Rita Oliveira 25 Fevereiro 2011
  9. 9. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Study Design: HR measures precendent to organization performance: We want to challenge the study design by using longitudinal data, in order to draw relationship conclusions. Research about HR-Performance relationship has been “paid inadequate attention to temporal precedence and/or alternative explanations”, (Wright et al, 2005). Most of the studies are post-predictive and few studies consider a predictive design, where “HR practices assessed at one point in time were related to subsequent firm performance”, (Huselid, 1995; Youndt et al, 1996; and Youndt & Snell cited in Wright at , 2005).Ana Rita Oliveira 25 Fevereiro 2011
  10. 10. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Data Collection timeframe Year 1 Year 2 Year 3 SHRM indicators SHRM indicators Company SHRM indicators Company Strategy Performance Company Performance Implementation Organizational Strategy Performance Organizational Commitment Implementation Organizational Commitment Psychological Commitment Capital Psychological Capital Source: Author The data collection will be done during a 3 years period (3 business cycles), before and after SHRM implementation, and, at the same time tracking SHRM indicators, company performance, organizational commitment and pshycological capital indicators.Ana Rita Oliveira 25 Fevereiro 2011
  11. 11. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Measures: Company Performance: Financial Measures, such as, Gross Margin, Operational Costs, EBITDA, Market Share (depending on company business) Strategic HRM: Company HR records: performance records, training participation, competencies assessment, bonus and merit increases: as indicators of quality and effectiveness of HR practices and work related outcomes (Ulrich, 1997; Luthans & Avolio, 2007; Youseef & Luthans, 2007) Organizational Commitment Variables: Company satisfaction, Job Satisfaction and Job Retention from employee survey data(Ulrich, 1997). Psychological Capital: assessed through PsyCap questionnaire (Luthans et al, 2007)Ana Rita Oliveira 25 Fevereiro 2011
  12. 12. From Strategic Human Resources to Organization Performance From Strategic HR to Organization Performance Expected results and contributions Deeper understanding of the variables that affect the process stream, starting with HR practices and their impact on people and the consequent psychological capital creation that impacts business performance. Contribute to increase knowledge in one of the major criticism that presently exists concerning the relationship between human capital and performance (lack of relationship with short-term and long term performance outcomes) Contribute to human resources improvement, allowing them to be prepared to face major challenges in the near future, having in consideration the present economic constraints of the Portuguese economy.Ana Rita Oliveira 25 Fevereiro 2011

×