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strategic human resource implications of the resource based vew. OVERVIEW
Effective human resource management is undoubtedly critical ...
... 2) Different resource configurations can generate the same ... important rationale for
HR’s strategic importance. ... integration tends to focus on human capital and ...
... in above cases have major implications for the ... of them do not rely on human resource
strategies. ... 1. Armstrong, M. (2006) Strategic Human Resource Management: A ...
... are a huge number of implications for HR ... developed and formalised new international
human resource policies that ... the power to implement its strategic procedures ...
... such as the behavioural based criterion, the ... Strategic HRM for SMEs: Implications
for firms ... AR, McCarthey, TE, (1999) Strategic Human Resource Management, 3rd ...
Submitted by harrgy187 on June 12, 2005
Category: Business
Words: 3165 | Pages: 13
Views: 736
Popularity Rank: 9,504
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OVERVIEW
Effective human resource management is undoubtedly critical to the success of virtually all firms. Thus its importance is huge in the study of business strategy; which is the system of the firm’s important choices that are critical to the firm’s survival and relative success (Boxall and Purcell 2003). Getting more specific, strategic human resource management as a field of study is concerned with the strategic choices associated with the use of labour in firms and with explaining why some firms manage them more effectively than others (Boxall and Purcell 2003). Traditionally there has been much debate in the field of strategic HRM over two main schools of thought; “best fit” (contingency theory), and “best practice” (universalism).
The “best fit” school of thought argues that HR strategy will be more effective when it is appropriately integrated with its specific organizational and broader environmental context (Boxall and Purcell 2003). This proposes questions about which are the most critical contingencies in this context and how they are best connected. The ‘best practice’ school of thought argues that all firms will see performance improvements if only they identify and implement best practice. This perspective requires top management to commit themselves to key HR practices. Basically, the idea is that a particular bundle of HR practices has the potential to contribute improved employee attitudes and behaviours, lower levels of absenteeism and labour turnover, and higher levels of productivity, quality and customer service. This has the ultimate effect of generating higher levels of profitability (Boxall and Purcell 2003).
Both of the aforementioned “best theory” approaches to strategic HRM place emphasis on critical choices associated with competitive strategy; such as which industry to enter and what competitive position to seek in it (Boxall and Purcell 2003). However, these models make some serious assumptions of...
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