1. International Journal
of Research in
Organizational Behavior
and
Human Resource
Management
International Journal of Research in Organizational Behavior and
Human Resource Management, Vol. 2, No. 1, 2014, pp. 177-190.
ISSN 2320-8724
177
www.aijsh.org
Asian Research Consortium
Feasibility of Codification and Using Human Resource
Strategy with SRP Model
Ali Mohammad Ahmadi Gharachea
, Seyede-Nafiseh Mohammadi Yousef
Nezhad
b
, Eniseh Javaherianc
, Ehsan Mehrabanfard
a
Department of Educational Sciences and Psychology, Payamenoor University, post box 19395-3697, Tehran, IR of IRAN
b
Department of Management, Payamenoor University, Tehran, Iran.
c
MA in Educational Management, Payamenoor University, Tehran, Iran.
d
Faculty of Management, Science & Technology, Amirkabir University of Technology, Tehran, Iran.
Received January 6th
, 2014; revised January 27th
, 2014; accepted February 7th
, 2014
Abstract
Today, the role and importance of human resources in production process of societies is represented as
one of the most influential factor. Recent studies show that coordination and integration of organizational
macro strategies and strategies in the scope of human resources are among the most important concerns of
organizational managers, particularly human resource managers. Most of the models in human resource
strategy codification are time consuming, while imposing high costs on organization have not been
successful because of several limitations. This made many organizations refuse its complete and accurate
implementation or remain unable. The present study, using Strategic Reference Points, argues that how
appropriate strategies of human resource can be presented in a format of organizational elements. The
newest and most effective patterns of human resource strategy codification, that is, strategic reference
points are investigated in this study and by considering strategic level, aims at achieving integration,
coordination and synergy in the periods during which managers and leaders are seriously concerned about
increasing efficiency or raising organization performance, to answer the question that how coordination
and relation between organization strategy and human resource strategy is maintained. Human resource
management would have its optimal effectiveness when decisions have been made or at the period in
which decisions are implemented then it will have the most possible affinity. To collect information
library method is used. Final results suggest the fact that if the relation between organization strategy and
human resource strategy is defined, then efficiency of organization performance can be increased.
Key words: Human Resource Management, Strategic Reference points, Organization, Efficiency.

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1. Introduction
In the era of globalization and rapid growth of technology, human resource is considered as the most
important capital of organizations and can be represented today actual work capacity and tomorrow work
potential. Human resource strategy in either scopes of theory and empirical is a young knowledge and this
theory emergence and the relative pattern of codification date back to only two decades ago. Nowadays,
human resource strategy is as the main principle of organization performance improvement and it is
necessary to consider it to raise effectiveness and efficiency of management activities and organization`s
human resource development (Farhadi, 2011). Recent studies show that coordination and integration of
organizational macro strategies and strategies in the scope of human resource are among the most
important concerns of organizational managers, particularly human resource managers. First codification
model of human resource strategy, in a similar style of typical “organization strategy” codification
patterns was provided by Harvard University in 1984. Since 1987, provided models were based on
specific factors of human resource management. It was not until 2000 that Peter Bamberger and Ilan
Meshoulam made a new revolution by introducing and establishing Integration Theory based on a
combined research area. By combining concepts of “rational” or logical model and “natural” or real
model, they proposed strategic reference points (SRP) to codify human resource strategy. How to
coordinate between organizational elements in conceptual level, which are different in nature, is the key
question of this study. In fact, in order to compare and connect various organizational elements in a
common language strategic reference point are suggested. In this study attempts have been made to
coordinate organizational elements conceptually by applying strategic reference points as a distinction
factor and creator of relation. In terms of strategy codification methodologies it must me acknowledged
that there is no single standard method to codify human resource strategy and there are many models in
this field. Among them, strategic reference points (SRP) as a functional pattern with high flexibility has
gained more acceptability in human resource field. This pattern allows developers of human resource
strategy to set general priorities of system based on central criteria and use them in strategy codification.
2. Human Resource Strategy
Human resource strategy is a pattern of decisions that address policies and procedures of human resource
and needs them. With this definition, human resource strategy can be considered a result (a result of
organization existence) (Farhadi, 2009). According to Dyer and Holder (1988) definition human resource
strategy is a set of decisions about the main objectives of human resource and means to achieve those
(2009).
2.1 Methodology of Human Resource Strategy Codification
In a general review, models of human resource strategy codification can be categorized in two classes:
A) Rational or logical models:
In rational or logical models the method of coordination is putting focus on a subject as a principle or
base and matching other subjects with it which is very simple in terms of coordination. Totally, despite
the benefits of this approach, being ideal and subjective are of its limitations (Bamberger & Meshoulam,
2004).
B) Natural or real models:

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In fact, natural or real approach was proposed to fill the gaps of rational approach. This type of model, as
its name suggests, seeks to adapt as more as possible with real situation and context requirements. Here it
is tried to consider real influential variables and include them in the model. Based on this model, in the
process of human resource strategy codification political and institutional factors of inside/outside of
organization will be considered more than calculations and quantity and technical factors (Bamberger &
Meshoulam, 2005).
C) Strategic reference points:
Bamberger and Meshoulam proposed a two dimension model as an integrated by combining employee-
control based and labor market based. Based on this model, decision making model to select human
resource strategy has 2 main questions as strategic reference point. The process of codifying this model is
based on incremental view, but some of rational model means are used too. As it is seen in the following
table, by answering these two questions, four types of human resource are obtained (Bamberger &
Meshoulam, 2005).
Table 1. Human resource types
(SRP1) (SRP2) Strategic reference points (SPR`s)
Does the organization have
control on production process
and/or providing service?
Is there appropriate labor force in labor
market outside of organization and is it
sound to receive from it?
Question
Strategies
Yes
Yes HRS1 Secondary
No HRS2 Paternal
Yes HRS3 Contractual
No No HRS4 Committed
3. Strategic Patterns of Integrated Model Characteristics
1- Secondary strategy: this strategy is suitable for simple, repetitive and standardized careers for which
there is enough labor force in labor market and there is no necessity to train and maintain theses
employees Bamberger & Meshoulam, 2005).
2- Paternal strategy: this strategy is used for simple, repetitive and standardized careers but the difference
is needs to improve organizational culture (Bamberger & Meshoulam, 2005).
3- Contractual strategy: this strategy is appropriate for those complex careers in which permanent and
official employment of experts incur considerable costs, because the organization needs this type of jobs

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temporary and for short periods of time. Hence, experts are invited to cooperate only for consultancy or
doing part of a project Bamberger & Meshoulam, 2005).
4- Committed strategy: likewise, this strategy is used for specialized complex careers, but the difference
is that active experts in these jobs are needed permanently by the organization (Bamberger & Meshoulam,
2005).
3.1 Principles of Strategic Reference Points Pattern
Strategic reference points are the points to coordinate. If all the elements and systems of an organization
are coordinated with those points there would be a comprehensive coordination. In other words, reference
points are positions or points by which all the measurements and choices or comparisons are made. In
management literature and theories, strategic reference points must be considered based on philosophy
and logic (Burrell, G., & Morgan, 2005).
A) Philosophy principles of strategic reference points: Burrell and provided two groups of philosophical
presupposition as reference points as follows:
1. Presuppositions about social science nature that results in subjective/objective aspect.
2. Presuppositions about nature of change that results in gradual/fundamental change aspect.
B) Logical principles of strategic reference points: logical principles rely on theories form basics
(Abroumand & Teymouri, 2001).
There are three accepted categories for logical principles of strategic reference points:
1. Scott category (Werder, 2013)
2. Four paradigms of Burrell and Morgan social theories (Burrell & Morgan, 2006)
3. Hall`s effectiveness model and set of value (Hall, 2005)

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Table 2. Theorists patterns in four periods of time based on Scot`s view
Rational Attitude Natural
Open natural pattern (1970 to now)
- organizing model Weick
- Miller & Rice socio-technical systems
- Hannan and Freeman population
ecology
- Eldridge
- Salancik`s dependency of poverty
resources
- Meyer & Rowan
- DiMaggio & Powell
Open rational pattern (1960-1970)
- March & Simon limited rationality
- Economic theories of Lawrence & Lorsch
- Pug et al comparison structure
- Woodward
- Williams transaction cost
Closed natural pattern (1930-1960)
- White`s human relation
- Barbard`s cooperative system
- Mayo`s human relation
- Goulander`s patterns of conflict
Closed rational patterns (1930-1960)
- Taylor`s scientific management
- Simon`s decision-making
- Weber`s theory of bureaucracy
- Fayol`s administrative theory
Open
System
Closed

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Table 3. Four paradigms of analyzing social theories and organizational schools from Burrell and
Morgan`s point of view
Objective Attitude Subjective
Fundamental
Change
Gradual
Humanism paradigm
- Anti-organization theory
Fundamental constructivism paradigm
- Fundamental organization theory
Interpretive paradigm
- Ethnic methodology
- Phenomenological symbolic
interactionism
Functionalism paradigm
- Objectivism
- theory of social systems
- Bureaucratic malfunction theory
- Action frame reference
- Pluralism

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Table 4. Hall`s effectiveness pattern and set of values
Internal Attention to External
Small
Change
Big
Open-system based pattern
- goal: growth of resource intake
- mean: flexibility, preparedness, external
factors evaluation
Human-relation based pattern
- goal: human resource development
Mean: maintaining human integrity,
boosting morale, training
Wise-goal based pattern
- goal: efficiency, profitability
- mean: planning, goal setting
Internal-process based pattern
- goal: stability, balance
- mean: information and communication
management
Table5. Used references
Used reference points in these patterns are:
Reference points in Scot`s pattern
Attitude: rational/natural
System type: open/closed
Reference points in Burrell & Morgan pattern
Attitude: objective/subjective
Change type: gradual/fundamental
Reference points in Hall`s pattern
Attention to context: internal/external
Control degree: absolute/partial

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Table 6. General framework of conceptual reference based on Scot, Morgan, Hall and Daft`s models
Unstable Flexible Open fundamental
SRP2
Context Control System changes
Stable Absolute Closed gradual
Daft
Morgan
SRP1
Subjective
Philosophical
presuppositions
Objective
Scot Natural Attitude Rational
Hall
Outside
(external)
Attention
degree to
factors
Inside
(internal)
External Context Internal
Comparing with provided four theories and examining proposed points, Hall`s proposed reference points
have the most field application in terms of applying in organizations and applicability; that is, attention to
internal or external context and control degree of absolute or partial(Abroumand & Teymouri, 2001).
3.2 Codification Method of Human Resource Strategy Using Strategy Reference Points Model
There is a seven-step model to codify and implement human resource strategy and allows us to manage
organization`s human resource efficiently (Becker, 1964).
Step 1: Clarify organization`s strategy. In strategy development, senior leader of human resource, collects
main points of view and by focusing on the way of strategy implementation and separating strategy
components (that is, in the forms of operational and executive goals) could determine how organization`s
strategy is related to whole of the strategy.
Step 2: Determine a career position for human resource. When an organization develop its strategy, it
needs skillful force to establish a career position so it can be determined that how human resource would
support that strategy. After assigning task to various parts, each part needs an expert human resource to
implement its tasks and in the absence of such resource or career position it necessarily must be supplied.
Step 3: Design a strategy map. To design a strategy map for organization, processes, tasks and
organization`s strategic goals must be considered carefully.

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Step 4: Determine human resource needs in strategy map. In this step, human resource needs to
implement strategy can be determined.
Step 5: Alignment of human resource structure and organization`s strategy. It should be mentioned that
human resource characteristics (in terms of age, work experience, knowledge, etc) must be aligned with
main strategy of the organization.
Step 6: Determine organizational groups and careers` strategy separately. Results from all groups are
collected and totally it is determined that what percentage of company careers are assigned to which
strategic category.
Step 7: in final step of codifying human resource strategy and of course the most important one it is
determined that how is human resource strategy for each category of strategy in each sub-system (Scott,
1998) .
3.3 Role of Organizational Elements in Strategic Reference Points Pattern
Regarding to categorization of organizational elements, each of the elements are analyzed and grouped
separately first and then using strategic reference points make a relation between them in comprehensive
coordination model.
1. Strategy: Quinn describes strategy as a design or pattern that combines goals, policies and operational
chains in a form of an interconnected total (Quinn & Mintzberg, 2003)
In defining strategy, David says strategies are means by which an organization can achieve its long term
objectives (David, 2004). Using Snow and Miles category and Rowe, Mason and Dickel`s model, we
categorize strategies into four groups: aggressive, defensive, conservative and competitive strategies.
2. Organizational culture: culture can be defined as certain way of doing things in various organizations
(Araabi, 1999). Human resource functions provide information for employees and forms their action and
behavior. In this way, it provides a mean by which cultures are created and reinforced (Scott, 1998). One
of the best ways to create and maintain organizational cultures is using human resource strategies
(Gunnigle & Moore, 1994).
If organizational culture is coordinated with organization`s strategy, it can be considered as the principle
strength of that organization, but when it is contrary to the considered strategy of the organization would
be followed by a difficult experience for managers. According to two factors of degree of
(flexibility/stability) of context and attention focus (internal/external), Danison and Mishra (1995),
Hooijberg and pet rock (1993) as well as Quinn (1998) in different studies attempted to categorize
organizational culture to four kinds of flexibility, collaborative, mission and bureaucratic(daft, 1999).
3. Structure: organizing is the process of developing organizational structure and organizational structure
is organizational framework which points to a degree of formality, complexity and focus. Also,
organizational structure is where organizational communications and measures occur there (daft, 1999).
4. Technology: technology can be defined as all knowledge and processes, tools, methods and systems
used in products producing and service providing. In simple words, technology is the way of doing things
and a tool thereby goals is achieved. Technology is the practical application of knowledge and a tool to
help human efforts (Daft, 2008). Organizational technology can be categorized to four groups: hardware
oriented, software oriented, human (brain) oriented, and orgaware oriented.

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3.4 Basis of Coordinating Organizational Elements with Strategic Reference Points
According to the above mentioned items and principles in theory of strategic reference points which are
the basis of the present study, in order to make relation between organizational elements to make
coordination those organizational elements are examined from two aspects: control type and attention to
inside/outside.
Control type: One of the most important and distinctive parameters of organizations is the control type
they establish inside. Inside organization control can be on one of the points of absolute or flexible
spectrum. In flexible control, organizations assign decision making and change in procedure to employees
and processes to an acceptable level and performance evaluation in applied with lower intensity. In an
absolute control, all the activities are evaluated systematically and regularly and actions are taken to
correct those (Bamberger & Meshoulam, 2004).
Attention priority to inside/outside: one of the other distinctive factors of organizations is their attention
priority to internal or external affairs. Many of the organizations give greater priority to examining
industrial, national and international context and the degree of competition, costumers, beneficiaries and
the associated issues to these factors such as organizational perspective and mission compared to internal
issues based on effectiveness and efficiency, performance management and other organization internal
issues. Now we consider organizational elements according to the above mentioned categories and
provided criteria. In fact, in this step four matrixes are obtained as follows (Bamberger & Meshoulam,
2004).
Table7. Grouping various organizational strategies
Flexibility Conservative Aggressive Flexibility Mechanic
Very
mechanic
Absolute
control
Defensive Competitive Absolute control Organic Very organic
Flexibility
Human(brain)
oriented
Software oriented Flexibility Collaborative Flexible
Absolute
Control
Orgaware
oriented
Hardware oriented Absolute control Bureaucratic Mission
Inside
Attention
priority
Outside
Attention
priority
Inside
Attention
priority
Outside
Attention
priority

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Technology
Culture
StructureStrategy
According to these tables, and by considering two SRP control type and attention to inside/outside, if an
organization has coordinated organizational elements, with other factors fixed, would have a better
performance compared to when it
Table8. Diagram of comprehensive pattern of organizational elements coordination
SRP1
Aggressive Conservative Mechanic Very mechanic
Competitive Defensive
Organic very organic
Software oriented Human(brain)ware
oriented
Flexible
Collaborative
Hardware
oriented
Orgaware Oriented Mission Bureaucratic
SRP2
Therefore, coordinated organizational elements are introduced in the following table:

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Table8. Coordinated organizational elements
Strategy Structure Culture Technology
Aggressive Mechanic Flexible Software oriented
Competitive Organic Mission Hardware oriented
Defensive Very mechanic Collaborative
Human(brain)ware
oriented
Conservative Very organic Bureaucratic Orgaware oriented
Strengths of Strategic Reference Points (SRP): The most important strengths of SRP method is
creating a logic and attitude among policy and decision makers about planning and decision making in the
scope of human resource. Regarding its conceptual nature and executive profile, strategic reference
point's method as a new and pioneer approach in the field of codifying strategy in human resource scope
is able to overcome many present operational problems. Recent results from our experience and attempts
in the projects of codifying human resource of internal organizations show that if combined with models
based on fault finding of perceptual and functional indicators, strategic reference points approach has a
high flexibility and ability to design excellence road map of human resource (Shojaei & Vaziri, 2010).
Barriers to Strategy Deployment: reasons of failure among organizations in implementing strategies
are: 1- management`s lack of commitment, 2- misalignment of strategies and personnel, 3- lack of
awareness and perception of strategies, and 4- lack of resource assignment.
4. Conclusion
In fact, there is no single standard method to codify human resource strategy and above discussion
suggests approaches as well as applicable methods to find an appropriate strategy in the scope of human
resource by using integrated model of human resource codification (SRP). Based on the discussion
presented in this study, the proposed model compared to former models and approaches has a strong logic
and high reliability and is more applicable. Thus, applying this model to specify and design an
appropriate and optimal human resource strategy is necessary to change and recover organizations in the
path of final objective.
5. Recommendation
1: strategy must be translated into operation. Without transforming great thoughts to certain steps of
implementation, they are ineffective ideas. This principle point to formulated action plans to implement
human resource strategy.
2: strategy becomes everyone`s everyday work. All the personnel of the organization must be aware of
strategies and human resource programs and plan their routine such that it helps successful
implementation of codified strategies. The key to this is to seek partnership of beneficiaries, particularly
personnel in codifying strategy, alignment of strategies with personnel interest and regular
communication of strategies. John Carter says, “Without honest and frequent communication, mind and

13. Gharache et al. (2013). International Journal of Research in Organizational Behavior and Human Resource Management,
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soul of personnel would not be conquered”, and this represents the importance of strategies
communication in order to strategy perception by all beneficiary personnel specifically line staff and
managers.
3: alignment of organization with strategic objectives.
4: strategy becomes a continuous process; that is, it should be frequently repeated and updated relative to
changes.
5: organization must mobilize to change via leadership of senior management. Experience has shown that
the most important condition of success is the sense of belonging and collaboration of senior management
team. So, the department of human resource should contribute to attract organization`s senior
management team to align human resource strategies with organization`s strategies and help achieving
business objectives.
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