DefiningStrategicHRM:AnOverviewoftheField.pptx
- 文档编号:18852813
- 上传时间:2024-01-30
- 格式:PPTX
- 页数:169
- 大小:396.13KB
DefiningStrategicHRM:AnOverviewoftheField.pptx
《DefiningStrategicHRM:AnOverviewoftheField.pptx》由会员分享,可在线阅读,更多相关《DefiningStrategicHRM:AnOverviewoftheField.pptx(169页珍藏版)》请在冰点文库上搜索。
DefiningStrategicHRM:
AnOverviewoftheField,PatrickM.WrightProfessorofHRStudiesCornellUniversity,MyBiases,Ideologically,IwantHRtomatterPeoplearevaluable(Judeo-Christianethic)Professionally,myroleisgatekeeper/scientisttoexplorerigorouslyifitdoesPositivist,EmpiricistPerspectiveResultisaverycriticalapproachtostudyingStrategicHRM,MyBiases,EmphasiswillbeonmyworkNotbecauseitstruthNotbecauseitsthebestNotbecauseitsperfectNotbecauseothersworkdoesntmatterbutBecauseitswhatIknowandwhatImpassionateabout,WhatisHRM?
IsitPractices?
IsitPolicies?
IsitProcesses?
IsitPhilosophy?
WhatisHRM?
HRMisalloftheactivitiesaimedatbuildingthehumanpotentialandperformancewithinanorganizationIncludes:
HRPhilosophy(Values,Culture,etc.)HRPolicies(Whatshouldbedone)HRPractices(Whatactuallygetsdonebymanagersimplementingpolicies)Communications,WhatisStrategicHRM?
ThepatternofplannedhumanresourceactionsanddeploymentsintendedtoenablethefirmtoachieveitsgoalsWright&McMahan,1992,DefiningtheLandscapeofHRM,MultipleSingle,OrganizationIndividual,NumberofPractices,LevelofAnalysis,DefiningtheLandscapeofHRM,StrategicHRMIndustrialRelationsHPWS,IsolatedFunctions,Traditional/FunctionalHRMI/OPsychology,PsychologicalContractEmploymentRelationship,MultipleSingle,OrganizationIndividual,NumberofPractices,LevelofAnalysis,FocusingonStrategicHRM,ProblemswithSinglePracticeResearchMotivationProveitMattersIgnoressimultaneitywithotherpracticesIgnoresthat“systems”impactpeopleNeedtodoMoreandBetterSystems-OrientedStrategicHRMResearch,OverviewofSHRMResearch,HRPracticesandPerformanceFit(VerticalandHorizontal)ClassifyingHRPractices(Bundles)Flexibility,HRPracticesandPerformance:
SeminalStudies,Arthur(1992;1994)Huselid(1995)MacDuffie(1995)DeleryandDoty(1996),HRPracticesandPerformance:
SomeAdditionalStudies,Welbourne(1996)+Youndtetal.(1996)+Delaney&Huselid(1996)+Lee&Chee(1996)?
Huselid,Jackson,&Schuler(1997)+Shaw,Delery,Jenkins,&Gupta(1998)+Lee&Miller(1999)?
+Guthrie(2000)+Ostroff,(2000)+Bae&Lawler(2000)+,HRandFirmPerformance:
Summary,NumerousStudiesDemonstrateRelationshipbetweenHRPracticesandFirmPerformance1SDincreaseinHRpracticesresultsin20%increaseinprofitsperemployeeWhilepromising,thereareanumberofproblemswiththisstreamofresearchthatwewillcoveroverthenextfewdays,FitinStrategicHumanResourceManagement,TheConceptofFit,“Thedegreetowhichtheneeds,demands,goals,objectivesand/orstructureofonecomponentareconsistentwiththeneeds,demands,goals,objectives,and/orstructureofanothercomponent.”,Nadler&Tushman(1980:
40),VERTICALFIT:
Aligntheorganizationspeople,processes,systems,andrelationshipswithitsstrategicpriorities/initiatives.HORIZONTALFIT:
EnsurecohesionandcoherenceamongelementsoftheHRMsystem(synergy).,Strategy,HORIZONTALFIT,Staffing,Training,Rewards,Evaluation,CoreCompetence,CompetitiveChallenges,ValueProposition,VERTICALFIT,AchievingFit,ApproachestoConceptualizingSHRM,UniversalisticContingencyConfigurationalContingency/Configurational,Universalistic,BasedontheassumptionthatthereareHRpracticesthatwillalways,ifused,resultinhigherperformanceE.g.,HighPerformanceWorkSystemsExpectationofconsistentpositiverelationshipsbetweenthesesystemsandfirmperformance,Strategy,Staffing,CoreCompetence,CompetitiveChallenges,ValueProposition,AchievingFit-Universalistic,Training,Rewards,Evaluation,OrganizationPerformance,Contingency,BasedontheassumptionthattheeffectivenessofanygivenHRpracticeiscontingentuponsomeothervariable(usuallystrategy)Mostpopularwayofviewing“fit”Testedthroughmoderatedregression,VERTICALFIT:
Aligntheorganizationspeople,processes,systems,andrelationshipswithitsstrategicpriorities/initiatives.,Strategy,Staffing,CoreCompetence,CompetitiveChallenges,ValueProposition,VERTICALFIT,AchievingFit-Contingency,Training,Rewards,Evaluation,OrganizationPerformance,Configurational,BasedontheassumptionthattherearecertainidentifiabletypesofHRsystems,eachofwhichisequallyeffectiveE.g.,analyzers,defenders,prospectors,reactorsinstrategyliteratureTestedbyidentifyingprofilesandlookingatdeviationsfromprofiles,HORIZONTALFIT:
EnsurecohesionandcoherenceamongelementsoftheHRMsystem(synergy).,Strategy,ConfigurationHPWS,Staffing,Training,Rewards,Evaluation,CoreCompetence,CompetitiveChallenges,ValueProposition,AchievingFit-Confgurational,OrganizationPerformance,Contingency/Configurational,Basedontheassumptionthattheeffectivenessofanyparticularconfigurationdependsonsomeothervariable(e.g.,strategy,orenvironment)E.g.,bureaucraticvs.agileorganizationsTestedwithmoderatedregression,VERTICALFIT:
Aligntheorganizationspeople,processes,systems,andrelationshipswithitsstrategicpriorities/initiatives.HORIZONTALFIT:
EnsurecohesionandcoherenceamongelementsoftheHRMsystem(synergy).,Strategy,HORIZONTALFIT,Staffing,Training,Rewards,Evaluation,CoreCompetence,CompetitiveChallenges,ValueProposition,AchievingFitContingency/Configuration,OrganizationPerformance,VERTICALFIT,GoalofSHRMModels,Toachieveafitbetweenthestrategicneedsofthebusinessandthepeopleresourcesneededtoexecuteagainstthoseneeds,usingHRpolicies,practices,andprogramstogainthatalignmentObjectiveistoexecutetodaysstrategytobesuccessfultoday,ConventionalViewofStrategy,WhatBusinessarewein?
Howwillwecompete?
Marketing,manufacturing,finance,HR,etc.,Whatcriticaltasksmustgetdonetoexecutethestrategy?
Designpracticesandsystems,Monitoralignmentandcompliance,Strategy,FunctionalStrategies,KeySuccessFactors,OrganizationalAlignment,SeniorManagementRole,AFit-basedModelofStrategicHRM,Mission,Goals,Internalstrengths/weaknesses,Externalopportunities/threats,StrategicChoice,Strategy-focusedanticipatedemployeeskills&behaviors,Strategy-focusedintendedHRpractices,Actualstrategy-focusedHRpractices,Actualstrategy-focusedskills,Actualstrategy-focusedemployeebehaviors,Fit,FirmPerformance,Strategy-HRFitEffect,ManyAdvocateFit.Dyer,1985Schuler&Jackson,1987Baird&Meshoulam,1988Wright&Snell,1992ButFewFindIt.Lengnick-Hall&Lengnick-Hall,1988Dyer&Reeves,1995Gerhart,Trevor,&Graham,1996Wright&Snell,1997WhyNot?
TheoreticalProblemsEmpiricalProblems,TheoreticalProblems,1.LackofGoodSHRMTheoryBacharach,1989Wright&McMahan,1992Dyer&Reeves,1995,TheoreticalProblems,2.ProblemswithInconsistentModelsofFit(Venkatraman,1989)Moderation(Huselid,1995;Wrightetal,1995)Mediation(Snell,1991;SchulerHuselid&Becker,1997),TheoreticalProblems,3.ProblemswithInconsistentConstructsStrategy-HRPractices(Jacksonetal,1989;Arthur,1992;HuselidCappelli&Singh,1992),FitConcepts/Constructs,Strategy(whichaspects?
)People(whichaspects?
)HR(whichaspects),StrategyConcepts,RegulatoryConstraintsCompetitiveActionsCorporateStrategyBusinessStrategyBusinessProcessesCoreCompetenceCulture/Values?
PeopleConcepts,Culture/Values?
MoraleBehaviors/ActionsSkills/CompetenciesEmployee(HumanCapital)Flows,HRConcepts,HRPractices/SystemsHRRolesHRPoliciesHRStructureHRCommunication,EmpiricalProblems,1.InconsistencyinOperationalizingStrategy(Huselid,1995vs.MacDuffie,1995)HR(Arthur,1994vs.MacDuffie,1995)Performance(DyerHuselid,1995),EmpiricalProblems,2.MethodologicalIssuesTestingtheFullModelUnreliability,Contamination,&DeficiencyTemporalConsiderationsWrong/MixedLevelsofAnalysisLatentModeratingVariablesCovarianceofIndependentVariables,Implications,1.GiveGreaterAttentiontoLevelofAnalysisIssuesReliability/ValidityConcernsMeaningfulness,Implications,2.DevelopBetterMeasuresofHRWhichPractices?
WhatScale?
WhatLevelofSpecificity?
Figure1DepictionofHypothesizedresultsonFitUsingDifferentIncentiveMeasures,A,B,%EmployesCoveredbyIncentive,CriteriontoWhichIncentivesareTied,High,FirmPerformance,Low,Low,High,High,Low,CostReduction,Innovation,FirmPerformance,CostStrategy,DifferentiationStrategy,HRPracticeArchitecture,PerformanceBasedPay,Bonuses,MeritPayPieceRatePay,Profit/GainSharing,Paytiedto:
CostReduction,Innovation,RevenueGrowth,MarketShare,Assessedby:
ValidObjectiveMeasure360DegreeAppraisalSupportedby:
Selection/TrainingSyss,GuidingPrinciples,Policy/PracticeAlternatives,Products,Practice/Process,AdaptedfromWright,(1999),Implications,3.TheNeedforGreaterTheoreticalDevelopmentWright&McMahan,1992Becker&Huselid(1998)McMahanetal,1997,SpecificityinVariables,Relationships,Processes,&LevelsofAnalysis.,ClassifyingHRPracticesTheHorizontalFitQuestion,ThegoalofclassifyingHRpracticesistoidentifyconsistentclustersorcategoriesofpracticestocreate“types”or“strategies”,ClassifyingHRPractices-Approaches,ConceptualFactorAnalysisClusterAnalysis,ClassifyingHRPracticesTheConceptualApproach,E.Lawler(1986)informationsharing,knowledge/skill,power,rewardsMacDuffie(1995)haveskills,havemotivation,haveopportunityDelery,Gupta&Jenkins(2000)Skills,motivation,empowermentGardner,Moynihan,Park,&Wright(2002)-Skills,motivation,empowermentBoudreau&Ramstad(1999)capability,opportunity,motivation,ClassifyingHRPracticesTheConceptualApproach,SomeConsensusaroundpracticesaimedat:
Skills/AbilitiesMotivationEmpowerment/Participation/InformationSharing,ClassifyingHRPracticesTheFactorAnalyticApproach,FactorAnalysisseekstoidentifypracticesthatco-varywithoneanother.Theassumptionisthatwhenafirmdoesonepractice,italsodoestheseothers.Itistryingtoidentifypracticesthathangtogether,anddistinguishthemselvesfromotherpracticesthatalsohangtogether,ClassifyingHRPracticesTheFactorAnalyticApproach,b,c,d,e,f,g,h,i,j,a,x,y,HRPractices,Factors,ClassifyingHRPracticesTheFactorAnalyticApproach,Huselid(1995),Becker&Huselid(1998)EmployeeSkills
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- DefiningStrategicHRM AnOverviewoftheField