...Special Issue: Bridging Micro and Macro Domains Journal of Management Vol. 37 No. 2, March 2011 421-428 DOI: 10.1177/0149206310373400 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Invited Editorial Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management Mark A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities and strategic jobs as the focal point of workforce management system design represents a significant potential source of value creation for most firms. But, also, differentiation by strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics. Keywords: high-performance work systems; workforce differentiation; strategic human resource management; strategic capabilities A significant divide between the micro and macro levels of theory and analysis is evident in many areas of the organizational sciences. While increasing levels of specialization are often associated...
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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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...Human Resource Management 1. Executive Summary Strategic Human Resource Management (SHRM) has established great in recent years in the fields of Human Resource Management (HRM). SHRM is the new concept for both the strategic management field and the human resource management field. The SHRM concept is based mainly on the HRM Practices, which are the main force driving organizational performance. SHRM is concerned with approaches to HRM practices as a critical strategic dimension affecting organization performance; which is the objective of this assignment. Strategic human resource management enhances organizational effectiveness and also productivity. The implementations of the HRM practices mentioned in this assignment are able to achieve their goals and objectives. This assignment on SHRM highlights its importance in TECO Electric and Machinery Pte Ltd. And it focuses on what best practices of strategic planning the organization can achieve organizational effectiveness and performance. 2. Introduction 2.1. Human Resource Management (HRM): Torrington, Hall and Taylor (2005, p.14) defines Human Resource Management is a series of activities which: first enables working people and the organization which uses their skills to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled. Armstrong (2008, p.5) defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...WAIRIMU | THE RELATIONSHIP BETWEEN DIVIDEND GROWTH AND RISK FOR COMPANIES LISTED AT THE NSE | MURIITHI ERIC | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE PRACTICES AND FINANCIAL AND FINANCIAL PERFORMANCE OF INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF...
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...Strategic Human Resources Management: Where Do We Go From Here?† Brian E. Becker* School of Management, State University of New York at Buffalo, Buffalo, NY 14260 Mark A. Huselid School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field...
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...i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers...
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...effective human resources strategies” As Baird and Meshoulam (1998) remark “Business objectives are accomplished when human resource practice, procedures and systems are developed and implemented based on organisational needs, that is, when a strategic perspective to human resource management is adopted.” (Armstrong, M.,2008, pg 33) . This journal will explore on the principals of human resource management, analysis of its concepts, models and framework. Explanation of HRM process and build up of strategies. The journal ends with an assessment of roles in strategic HRM. Strategic Human Resource Management (HRM) can be defined as the way through which the organizational goals will be achieved by the people with the help of HR strategies, policies and practices. (Armstrong, M., 2008, pg 33). Other definitions of Strategic Human Resource Management are as follows:- “Strategic Human Resource Management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that company needs to achieve its strategic aims” – Garry Dessler (Durai,P.,2010,pg 24) “Strategic Human Resource Management is a pattern of planned human resource developments and activity intended to enable a firm to achieve its goals “ – G.C.MacMahan (Durai,P.,2010,pg 24). Models of Strategic Human Resource Management The Harvard model :- The Harvard model was put forward by Michale Beer, Richard Walton, Quinn Mills, P. Lawrence and Bert Spector which...
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...concepts and practice of integration. If one is to ask a civil engineer, what are the key components in the construction of a building? His response will be a strong foundation. Therefore to effectively discuss the above proposal a proper foundation should be laid, that foundation in this case is a comprehensive definition of SHRM. According to Walker 1992 SHRM is the means of aligning the management of human resources with the strategic content of the business. Many critics of the discipline propose that the subject matter offers little in empirical data to add the term strategic to the HR function, however according to Watson and Watson 1999 HR management is essentially Strategic .Firstly HR management must consider the whole organization, whereas line or functional managers focuses on departmental performance. HR management looks at long term functional on immediate or short term performance. Therefore Fombrun et al (1984) postulated that if any organization is to function effectively there are three core elements to be considered, they are the organisation’s mission and strategy, organizational structure, finally human resource management. Conceptually, a central part of SHRM is the integration of the HR function with strategic decision making. Walker 1992 speaks of strategic fit, to further extrapolate, this means developing HR strategies that are integrated with the business strategy. H R practitioners supporting this view would therefore implement practices such as...
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...Strategic role of HRD in managing core competiencies Human resources scholars since 1980’s have attempted to define the nature and meaning of the strategic HR function. These attempts have addressed human resource management in general, as well as the HRD function in particular. More systematic attempts to define SHRD followed somewhat later. Rothwell and Kazanas (1989) applied the generic process of strategic business planning to the management of the HRD function. Obtaining strategic value in an organization can give that organization a competitive advantage. Strategic human resource development (SHRD) is a practice that provides learning experiences. These experiences come from knowledge, skills and abilities. SHRD “synchronize management development with an organization’s strategic plans in order to improve the supply of leaders” (Clardy, 2008). Garavan (1991) defined SHRD using nine functional and structural characteristics such as “integrating HRD with an organization’s mission; top management support; environmental scanning; business plans; live manager involvement in HRD activities; complementary HRM practices; a proactive trainer role; matching culture to strategy; and emphasis on evaluation” (Clardy, 2008). The practice gives managers a vital look at strategic plan in a learning environment. Considering the study by Mc Cracken and Wallace (2000): using the nine criteria, they collected survey data from senior HRD officials in 86 Scottish firms, finding...
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...Strategic Management Process Effective management practices by Riordan Manufacturing (Hangzhou, China) operations will reward the organization's owners with additional value and sound management practices will result in the manufacture and sale of high quality products. Both attributes contribute to Riordan’s ability to enlarge market share, and expand into the Indian market. However, prior to any expansion, Riordan Manufacturing must be "able to deliver the same benefits as Riordan’s competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of competing products (differentiation advantage)" (Wang, Lin & Chu, 2011, p. 100). The delivery of cost and differentiation advantages, coupled with a strong core strategic management process will support Riordan’s business model regardless of where the company operates. Riordan's management will go through the entire strategic management process for the proposed Indian operations by the incorporating ethics and corporate responsibility (taken into account during the strategic management process). The different phases of the strategic management process include the following: 1. Formulation 2. Implementation 3. Evaluation and Control The purpose of the strategic management process is to look at Riordan's competitive advantage specifically as regards it products' competitive placement in India which it plans to expand into, and formulate proper strategic plans for the company to take exploit the advantage...
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...Golding, N (2007) in Beardwell, I., Claydon, T. & Beardwell,J. Human Resource Management: A Contemporary Approach, 5th Edition, Pearson Exploring the Relationship between Strategic Management and SHRM: The Best-Fit School of SHRM The Best-Fit (or contingency) school of SHRM explores the close link between strategic management and HRM, by assessing the extent to which there is vertical integration between an organisation’s business strategy and its HRM policies and practices. This is where an understanding of the strategic management process and context can enhance our understanding of the development of SHRM, both as an academic field of study and in its application in organisations. The notion of a link between business strategy and the performance of every individual in the organisation is central to ‘fit’ or vertical integration. Vertical integration can be explicitly demonstrated through the linking of a business goal to individual objective setting, to the measurement and rewarding of that business goal. Vertical integration between business strategy or the objectives of the business and individual behaviour and ultimately individual, team and organisational performance is at the core of many models of SHRM. Inherent in most treatments of fit is the premise that organisations are more efficient and /or effective when they achieve fit relative to when a lack of fit exists (Wright & Snell 1991:757) . This vertical integration or ‘fit’ where ‘leverage’ is gained through...
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...effective Human Resource Management strategy can bring to any firm. Basically it will improve the performance of an organization by linking HRM to the strategic aims of a firm, helps to assess HR policies, will bring competitive advantage, brings team-building, helps direct and supervise the performances of the employees and keeps the firm legal. Strategic HRM is based to the principles of HRM which is basically a management process that is carried out by the existing workforce in an organization. It includes functions such as attracting, selecting, and training, assessing and rewarding the employees and at the same time managing organizational leadership and making sure there are fulfillment labor and employment laws. Strategic HRM a key to enhanced business performance as it aims to plan the implementation of all the above mentioned functions due to which it has gained a lot of popularity over the few years (Boselie, 2001). Strategic HRM planning helps the firm to map out where they currently are; where they need to reach and how will they reach there. Improvement in the performances is achieved by coalition of business and HR strategies. HR functions and business performances have become ‘the dominant research issue’ (Guest, 1997, p. 264). According to the theorists the HRM strategy has the goal to manage people which will help in the success of business objectives and the senior management thinks that with the formation of strategy; the policies, practices and viewpoints will...
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...intellectual and physical labor ability which can contribute to the entire economic and social development. The focus of human resource management (HRM) is on managing people within the employer-employee relationship. Specifically, it involves the productive use of people in achieving the organization’s strategic business objectives and the satisfaction of individual employee needs. (Stone, 2010) The Strategic Human Resource Management focuses in the linking of all human resource activities with the organisation’s strategic objectives. (Stone, 2010) It was first developed in the late 1980s and then it has an impressively development in the following 20 years. This idea has been discussed and researched intensively, European, American and Japanese business management practices proved that it has competitive advantage to approach a long-term strategic for sustainable development. Compared to traditional Human Resource Management, Strategic Human Resource Management (SHRM) is positioned to support corporate strategic role and functions of human resource management. This assessment is to discuss the idea of Strategic Human Resource Management and the roles that a Human Resource manager will need to undertake. It is aimed to develop a comprehensive understanding of the study of Human Resource Management. Thompson and Strickland define strategic management as “the process whereby managers establish an organisation’s long-term direction, set specific performance objective, develop strategies...
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...trategic process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage. The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a prominent part of business management, that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996). The relationship between the strategic planning of an organization’s people and the overall strategy is being increasingly recognized as one of great importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, changes the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 1994: p. 42)...
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