Not all organisations have sole objective of achieving competitive advantage and RBV approach can be introspective without much consideration of socio-political and economical environment (McKenna and Beech, 2008). As this suggests that each corporate environment and requisite strategy are “unique, complex and dynamic” therefore, HRM practices and their implementation in organisation will also be “unique, complex and dynamic” (Buller and McEvoy, 2012, p.53). Individual HRM practices that are not aligned, horizontal integration fit do not outperform the other approaches (Paauwe and Boselie, 2006). Gerhart’s (2004) displays a critical analysis of “those who claim that form of internal fit – alignment of practices with each other – out performs the lack of this type of fit” (Paauwe and Boselie, 2006, p.69). However, Boxall and Purcell (2003) clarify that both elements have similar intention but with different implementation approach towards it. Beer et al (1984) Harvard model of HRM addresses balance between HRM best fit and …show more content…
Whereas, SME family businesses investing on HRM practices such as training and development depends on the level of performance of the organisation, even though they recognise the value of its importance (Reid and Adams, 2001). This indicates that level of performance and affordability of the organisation can also be integral factors to determine the implementation of HRM practices within a business. There is a vast amount of literature that revolves around the positive effects of high commitment HRM practices on organisational performance, but far little evidence to evaluate and substantiate the effects on individual workers (Williams, 2004). Boselie, Dietz and Boon (2005, p.81) argues that due to “sheer variety of methods used for measuring” the linkage between HRM and performance, various different studies makes it difficult to compare
Jiang, K.F., Lepak, D. P., Jia, J., and Baer, J. C. 2012. “How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms.” Academy of Management Journal, 55, pp.1264-1294
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Japanese culture is one of the most well appreciated yet, sometimes intriguing and difficult to understand in comparison to certain other cultures. The differences between men and women, different religious ideologies and many symbolic beliefs are characteristics that makes this a culture of world-wide study by many people from other parts of the world. Because of its complexity to understand and learn, Japanese culture not only reflects this major differences in the present day, but it follows the tradition of the ancient culture. In fact, the author of The Sound of Waves, Yukio Mishima enhances the habits of the right and unique ways of this old culture in his main characters and there, touches several important themes found throughout the book in relation to sexism. By the use of imagery, Mishima exposes the subtle sexism apparent on the island of Uta-Jima based on gender roles, stereotypes and religious ideologies to distinguish the role of men and women within Japanese culture.
Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century:
Ramlall, S., Welch, T., Walter, J., & Tomlinson, D. (2009). Strategic HRM at the Mayo Clinic: A case study. Journal of Human Resources Education, 3(3), 13-35. Retrieved from http://business.troy.edu/jhre/Articles/PDF/3-3/31.pdf
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.
...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
This paper will attempt to give a broad overview from the available literature within three areas. First, the paper will explore the historical relationships of HR and organizational strategy. Second, the paper will give an overview of current practices and trends. Lastly,...
When it comes to how to improve business performance as a whole, there are a variety of arguments linking HR practices to firm performance in the academia. One of the most remarkable is the notion of ‘best practice’ or ‘high commitment HR practices’ (HPWS). In the best practice thinking, a single set of HR practices can be universally applied into any workplaces and will definitely enhance workplace performance. Literatures have used the term ‘high performance work system’ and ‘high involvement HR practices’ synonymously (Harzing & Pinnington, 2011).
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
HRM comprises a set of policies designed to maximize organizational integration, Employee commitment, flexibility and quality of work. (Guest, 1987) as cited by (Armstrong, 2009) this statement entails that HRM function has policies to guide its activities, if these policies are well integrated with the strategy of the organization, it can enhance employee commitment and result in quality of work, as cited by (Armstrong, 2009) that the overall purpose of human resource management is to ensure that the organization is able to achieve success through people, however the function of HRM is affected by several other factors, this essay will look at three Internal and external environmental factors affecting HR Specialist.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Best fit is a cross link between the Hard HR model. Besides, both of the models attempts to link HR practices and organizational External environment. With the “Best fit” theory businesses shadows a cost leadership structure to narrow down the jobs and sophisticate with very less job security to employees, while most of the companies follow different theories to highlight training and development. However, this argues that SHRM activities must be involved with each other to get linked to the strategic objectives and aims of the business. To a certain degree there isn’t a specific way or strategy to cultivate a best fit for an organization “It is clear that combining techniques greatly increases accuracy , the combination of intelligence tests with structured interview, integrity test or work sampling leads to a substantial improvement in validity" (Schmidt and Hunter,
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)