2. DISCUSSION
What is meant by the term “Strategic Human
Resource Management” and how has it been
used to study the employment relationship?
3. HUMAN RESOURCE
MANAGEMENT
“… human resource management (alternatively,
‘employee relations’ or ‘labor management’) includes
the firm’s work systems and its models of employment.
It embraces both individual and collective aspects of
people management. It is not restricted to any one
style or ideology. It engages the energies of both line
and specialist managers… and typically entails a blend
of messages for a variety of workforce groups.”
Purcell & Boxall (2003) P. 24
4. HUMAN RESOURCE
MANAGEMENT
“HRM as a subject of study assumes that the interests of
employees and employers will coincide and is preoccupied
with the shared goal of organizational effectiveness that
marginalizes the interests of other stakeholders such as
employees. HRM is also predominantly focused on the
individual and seeks solutions to HR problems within the
firm, with an analytical focus on the motivations and
aspirations of individual employees.”
Bach (2005) P. 4
5. STRATEGY
“The determination of the basic long-term goals and
objectives of an enterprise and the adoption of courses
of action and the allocation of resources necessary for
carrying out these goals.”
Alfred Chandler, Strategy and Structure, (MIT Press, 1962), P. 13
6. STRATEGY
At the core, its is the debate between best fit and best
practice
Used for gaining a competitive advantage
Innovation
Quality Enhancement
Offer something new; different from competitors
Products and services
Cost Reduction
Attempt to be the lowest cost provider
Optimal strategy depends on the wants and nature of
competitors
7. TYPES OF STRATEGY
Business
Examines correspondence between each firm’s
competitive strategy and its system of high performance
work practices
Operations
An internal approach; connected to the work
organization inside a firm
Resource View
Views human resources as sources of sustained
competitive advantage
8. STRATEGIC HRM
“(S)trategic HRM is about how the
employment relationships for all employees
can be managed in such a way as to
contribute optimally to the organization’s
goal achievement.”
Legge (2005) P. 223
9. HR PRACTICES LINKED WITH
COMPETITIVE STRATEGY
Recruitment
Training
Career Path
Promotions
Socialization
Openness
10. HIGH PERFORMANCE
PRACTICES
Features
Comprehensive selection/recruitment procedures
Incentive compensation
Extensive employee involvement/training
Expected Results
Improve knowledge, skills, and abilities of employees
Increase motivation
Reduce shirking
Enhance retention of quality employees (reduce tenure of
non-performers)
Huselid (1995) P. 635
11. HIGH COMMITMENT
PRACTICES
Unique to the High-Performance Paradigm
Sophisticated selection and training
Emphasis on values, human relations skills, and knowledge skills
Behavior-based appraisal
Single status policies
Contingent pay systems
Traditional Personnel Practices
Job security
Above market pay and benefits
Grievance systems
Godard (2004) P. 351
12. CONCLUSION
Model of the Basic Strategic HRM Components
HUMAN CAPITAL POOL:
Knowledge, Skill, Ability
EMPLOYEE RELATIONSHIP BEHAVIORS:
Psychological Contracts, Citizenship, Discretion
PEOPLE MANAGING PRACTICES:
Staffing, Training, Rewards, Appraisal,
Work Design, Participation, Recognition, Communication
Wright, P. Dunford, B. and Snell, S. (2001) Human Resources and the Resource Based View of the Firm, Journal of Management, 27:6
13. CONCLUSION
Effectiveness can be increased by
systematically melding human resource
practices with the selected competitive
strategy
The success or failure of a firm is not likely
to turn entirely on its strategic human
resource management practices, but these
practices are likely to be critical
