...Subcultures and employment modes: translating HR strategy into practice Jennifer Palthe Western Michigan University, Kalamazoo, Michigan, USA Subcultures and employment modes 287 Received 15 March 2002 Revised 15 September 2002 Accepted 9 December 2002 Ellen Ernst Kossek Michigan State University, East Lansing, Michigan, USA Keywords Human resource development, Employment, Human resource management, Culture Abstract Past research suggests that most culture change efforts proceed with limited attention to the pluralistic nature of contemporary organizations. We argue that the relationship between organization subcultures and the implementation of new HR strategies into HR practice has not been adequately explored because of the lack of a comprehensive framework for de®ning and integrating culture change and the strategic HR literature. We review the organization culture and strategic HR literature and present a heuristic that serves as a step toward exemplifying the role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy. Adjusting to changing environmental demands has been an ongoing pursuit of organizations for centuries, but the task has become even more perplexing over the last decade. In response to the accelerated pace of change worldwide, organizations are becoming ¯atter and more agile, and are manifesting more diverse forms of organizational cultures. Recent trends in the changing nature...
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...MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive strategy types are different, the management...
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...The Influence of Organizational and Human Resource Management Strategies on Performance by Raduan Che Rose, PhD, and Naresh Kumar, PhD T oday a firm’s success largely depends on the capabilities of its members. Firms may have the capital and technology, but it is Human Resources (HR) that will help firms face the challenges of business globalization. Capital can be generated. So can technology. But the HR required to propel an organization through the coming challenges must be rightly and appropriately encouraged and motivated. Significantly, these days careful management of this important resource calls for a strategic focus on Human Resource Management (HRM) in the organization. Previous research on HRM widely accepted that employees create an important source of competitive advantage for firms (Barney, 1991; Pfeffer 1994). As a result, it is important that a firm adopt HRM practices that make best use of its employees. This trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship between so-called “high-performance work practices” (Huselid, 1995) and different measures of company performance. Furthermore, there is some empirical support for the hypothesis that firms, which align their HRM practices with their business strategy, will achieve superior outcomes (Bae & Lawler, 1999). However, a review of the literature indicates a serious lack of large-sample empirical studies designed...
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...Attitude in the HR-Organization Performance Linkage Process Ramkumar, N., PSG College of Technology, Coimbatore ram_mba_stc@yahoo.co.in Krishnaveni, R., PSG College of Technology, Coimbatore kegi_4@yahoo.com There is a growing debate in the corporate arena regarding the level of contribution of the human resource practices to the bottom line of the organization. In line with this, researchers have conducted numerous studies to demonstrate the positive association between HR and performance and provide encouragement to the HR professionals with their empirical results. The present paper makes a critical analysis of such literature and adds value to the concept. Although such strong relationship exists, the mediating or intervening variable in the process was not dealt with. This review based work identifies the intervening variable and provides a convincing evidence and explanation to the linkage process. The theoretical background for a new direction in the HR-performance linkage research is put forth to the researchers associated in this field. Keywords: Human Resource Practices, Organizational Performance, Organizational Commitment. 1. Introduction Today across the globe, it is widely accepted that organization success depends on its people. It is clear that human capital and intellect drive business growth. Over the years, the profession of HR has developed around the assumption that human resource practices directly affect organizational performance. Their role is evolving...
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...1. Introduction This seminar paper deals with the Learning and Development Strategy of Dashen bank vis-à-vis the best practices and best fits recommended by scholars in the field. Our assessment covers the literature review analysis on the best practices and best fits as provided by the tool kits. We have also reviewed the Dashen bank’s business as well as Human Resources Management Strategies, HR Training Policies and Procedures and the Bank’s Profiles. The paper presents the literature review in the first part and analysis of the Bank’s strategy in general and learning and development strategy in particular based on the tool kit as advised by the instructor in the second part. The final part presents conclusions and recommendations. 2. Objective The purpose of this term paper is to evaluate the human resources learning and development strategy at Dashen Bank SC against the contemporary theories and recommendations and best practices prescribed by scholars and practitioners. The evaluation mainly applied the strategic human resource management tool kits as recommended by the course instructor. 3. Limitations Since the paper deals with the strategic issues of the Bank which is a confidential document to the Organization we were constrained freely examine and discuss the paper as we wish. 4. Literature Review STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD) involves introducing, eliminating, modifying, directing, and guiding processes in such a way that all individuals...
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...approach of HRM. These objectives are realized by the employees of the organization, where each employee is given some objectives to achieve. Through this the employee also showcases his performance and thus grows.’ Two approaches of SHRM are: 1) Best Fit 2) Best Practice Discussing both here below, Best Fit Approach: takes into consideration all the circumstances that the organization is facing and hence create a best fit of strategies to best solve the problems. These circumstances that the approach takes into account could be internal as well as external to the organization. The people working in the organization become the center to the approach and it is these people that help is sort out the circumstances. The strategies thus developed under this approach focuses on the needs of the organization and the people. This approach is said to be important and one of the best practices because it keeps into consideration the hard as well as the softer aspects that make up any organization (People and policies/strategies). Through this approach the company gets to learn the things that shall be adopted and the things that shall not be. With this learning in place the organization can easily develop strategies best suited for them given the internal and the external conditions. A lot many HR practitioners have...
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...Abstract: Purpose: This study explores the relationship between organizational strategy and human resources practices, specifically as they relate to the Miles and Snow typology of strategic choices (1978). Design/methodology/approach: Using self-classification, employees assessed their firm's strategy using descriptions characterizing the Defender, Analyzer, Prospector and Reactor strategies developed by Snow and Hrebiniak (1980). Findings: This paper presents empirical evidence supporting the notion that different types of human resources practices more closely complement the unique strategic choices. Specifically there is a significant relationship for the use of the more modern types of human resources practices in the Prospector organizations. For Defender organizations, where more traditional human resource practices were expected to be appropriate, the results were not significant. It does appear that Defender organizations use the traditional HR practices more extensively than Prospector organizations. It appears that regardless of their chosen strategy, most companies still make at least limited use of the traditional HR practices. Research limitations/implications: Further research is needed to confirm and validate these findings with a larger sample which could include a broader mix of US companies as well as global respondents. While this exploratory research has found linkages between the more modern HR practices in the Prospector organizations, further research...
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...effective or efficient than its competitions, and cost leadership. By utilizing these generic strategies against industry’s external environmental determinants, management can affect a firm’s performance. On the contrary, a resource-based view suggests that a firm can sustain its competitive advantage through the alignment of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...the contexts of human resources Student’s name: University’s name: Author’s note: Executive summary Business issues have been one of the major contexts of HR. This has contributed effectively on organizational development. The major focus of the researcher in this topic will be to assess key features on performance appraisals and other areas of business. The researcher has studied major forces that shape the HR agenda. In order, with Harvard and Ulrich model, the researcher has studied organizational effectiveness on business ethics and accountability positions. Moreover, the researcher has studied core aspects of organizational and HR strategy on business environment and planning attributes. Thus, through SWOT analysis, the researcher has initiated vertical and horizontal aspects of business planning and strategies on major policies and plans. Table of Contents Introduction 4 Identification and analysis of the major forces shaping the HR agenda in the organization (AC 3.1) 4 Examination of HR roles within the organization that contributes to organizational effectiveness, business ethics and accountability (AC 3.2, 3.3, 3.4) 5 Flow of human resource 7 Reward systems 7 Employee influence 7 Work systems 7 HR contribution to design and implementation of organization’s business and HR strategies in describing the techniques and tools required to analyze the business environment on planning purpose (AC 4.1, 4.2, 5.2) 9 Management capability 9 Enabling...
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...Resource Management’s Effectiveness in Improving Performance Sunil J. Ramlall, Ph.D. Assistant Professor College of Business University of St. Thomas TMH 331B, 1000 LaSalle Avenue Minneapolis, MN 55403 E-mail: sjramlall@stthomas.edu Phone: (651) 962-4349 © Ramlall, 2002 Abstract This article examines the strategic role of HR and its main practices, describes the outcomes of the respective category of HR practices, explains the critical reasons for measuring HR’s efforts, and proposes a framework for assessing HR. Ultimately, organizations would be able to utilize the information to determine how particular HR practices correlate with better business results; determine potential areas for investments, expansions, and reductions; justify budget allocations; and be more accountable for each dollar spent within the organization. The framework proposed does not merely explain the cost for each of the major HR activity, but demonstrates the value of the activity and hence, the opportunity to determine if it is a worthwhile investment and strategy for creating a competitive advantage. What value does the human resources (HR) function contribute to the bottom line of the organization? Over the years, there has been tremendous emphasis placed on HR practitioners becoming strategic business partners and being a value-added source within organizations. Traditionally, HR professionals could talk generally and conceptually...
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...Introduction: Human resource management works with human to formulate and implement the business strategy. HRM and strategy were not related too much before but nowadays the coordination between them is reasonably common in the competitive world. Every manager needs to know how human resources are associated with strategic management to increase the effectiveness of the organization. This assignment has been prepared to give a clear view about the importance of HRM, formulation and implementation of HR strategies. Therefore, the contemporary issues related to strategic human resource management have been analyzed appropriately to show their impact on strategic HRM. All the topics have been assessed by relating with modern business world to show practical overview of human resource management and strategic human resource management. 1. Understanding the role and importance of HRM: 1.1. Definition of strategic human resource management In general, human resource management refers to a process by which the organization functions are accomplished and objectives are achieved through managing and utilizing experienced and skilled workforce. Human resource management starts with recruiting and selecting employees and then makes sure the utilization of the workforce. Strategic human resource management is defined as macro-organizational approach that designs strategic policies and frameworks to decide how the long-term goals and objectives will be achieved through using trained...
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...studies and researches on the companies’ HR system have moved ever more towards the strategic aspect of this function, rather than the operational one. This shift of interest in the direction of the strategic HR has been substantially determined by the major changes occurred in the external environment in which organizations operate and in their internal environment as well. As Ulrich et al (2001) have argued the HR function was traditionally seen as a primarily executive and professional, with the HR staff focused on administering remunerations, payroll and operational functions. However, from the 1990s, a new emphasis on strategy and the importance of HR system emerged and researchers began to recognise the impact of the HR system in the company’s larger strategy (Ulrich et al, 2001). As stated before, this growth of interest in the strategic HRM has been affected by numerous dramatic competitive changes, growth of new technologies and regulatory reforms that the economic system has seen in the past decades (Boxall e Purcell 2008). Particularly, according to Bas (2012), today’s fast-changing competitive landscape requires that every company needs a clearly defined competitive strategy and in this sense, HR function can assume a strategic partnership role and be a facilitator for the implementation of the strategy. The aim of this article is to critically evaluate how both internal and external aspects of the environment influence HR strategy. In order to attain this aim, the paper...
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...they align their processes with the organizational goals. HR works as a guiding force to help organizations achieve these goals. Strategic HR as stated by Mello (2014), “involves the development of a constant, aligned collection of practices, programs, and policies to facilitate the achievement of the organizations strategic objectives” (p. 150). Strategic HR has an administrative focus which involves being a strategic partner, change agent, administrative expert, and employee champion. This gives the individuals involved with HR the advantage to partner with top manage to decide on what is needed to get different task done. HR professionals can demonstrate how a competitive advantage can be achieved by putting the right people in the right place. Strategic HR planning is essential for keeping the organization on track and making sure current processes meet current needs. Aggregate planning helps the accomplish goals which follows a sequent of processes for competition. Succession planning is what help keep the organization going when key positions become vacant. Strategic planning establish key processes within the organization and steps to taken to ensure that these process sustain to meet objectives. Reyes Fitness Centers, Inc. (RFC) want to bring more strategic value to their organization, employees activities, and employee projects. Analysis RFC is looking to increase their customer experience while retaining their current employees. HR is looking to keep and increase their...
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...Talent Management Globalization, competition and technological trends, and changes in the workforce make finding and retaining talented employees a major priority for any organization. In this highly demanding business environment, Human Resources departments are starting to move away from the traditional HR role to a more strategic position that unites the management of human capital with organizational goals. How could organizations overcome such a bottleneck? Through Talent Management. Talent Management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs. Talent Management has moved away from being an administrative process to a continuous organizational practice with a strategic focus that drives organization outcomes. Human capital and Talent management are aligned in regards to the below management processes: * Succession planning * Development of leaders * Retention and career planning In this project, we have explored the talent management programs in several insurance organizations in Jordan. We've approached the organizations, did interviews with them, as well as surveys. Afterwards, we analyzed the data, and benchmarked the organizations' talent programs with the UNDP's talent program. We benchmarked against the United Nations Development...
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...Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations (MNCs) in South East...
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