presentation shrm
TRANSCRIPT
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Strategic human resource management
Mandy Waber & Ana Grethe
Company LOGO
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Agenda• Problem statement• Modes of theorizing in SHRM• Strategic human capital management in SME’s• HR and the resource based view of the firm• Case• Conclusion
Company LOGO
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Problem statement
Company LOGO
How can HRM be a contribution to the strategic management of
operations?
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Modes of theorizing in strategic human resource management
Tests of universalistic, contingency, and configurational performance predictions
Which are the 3 modes of theorizing in SHRM?• Universalistic perspective• Contingency perspective• Configurational perspective
Company LOGO
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Universalistic perspective
Company LOGO
“ Best practices” approach, some HR practices are always better than others
It requires 2 steps:-Important strategic HR practices must be identified-Arguments that relate individual practices to organizational performance
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• Internal career opportunities• Formal training systems• Appraisal measures• Profit sharing• Employment security• Voice mechanisms• Job definition
What are the 7 strategic HR practices?
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Contingency perspective
• Organisations HR policies must be consistent with other aspects of the organization (vertical fit).
• The HR practices must interact with the firm’s strategy to result in organizational performance.
• The relationship between the use of a specific employment practice and organizational performance is contingent on organization’s strategy.
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What are the 3 ideal strategic profiles?
• Prospectors: highly innovative, experimentation and not efficient.
• Analyzers: Moderately innovative, not initiative of change, but followers.
• Defenders: Rarely innovative, narrow and stable product domain, efficient production and little R&D.
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Configurational perspective
• Based on holistic principle of inquiry.• Assumption of equifinality.• Equifinality: multiple unique configurations of
relevant factors that can result in maximum performance.
• How is a pattern of multiple independent variables related to a dependent variable? The combination of HR practices has a bigger effect than the sum of individual practices
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Configurational perspective
• In order to be effective, companies need both horizontal and vertical fit.
• Vertical fit: Congruence of the HR system with other organizational characterstics (strategy)
• Horizontal fit: Internal consistency of the organization’s HR policies and practices.
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Characteristics of employment systems
Market-type system Internal system
Can a company also use a hybrid structure, as combination of the systems just mentioned?
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Characteristics of employment systems
Market-type system Internal system
-Hiring outside organization-No formal training-Little socialization-Results-oriented measures-Use of profit sharing-Little employment security-Little voice for employees-No clear job definitions
-Hiring inside organization-Formal training provided- Great amount of socialization-Behavior-oriented results- Little use of profit sharing- much employment security-Employees participate in decision making-Jobs very tightly defined
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Market-type system vs. internal system, which one is better?
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Advantages market-type system
Advantages internal system
-You can look for talented people outside your organization.-People from outside organization can bring new ideas-Results-oriented measures leads to good results-The use of profit sharing reduces the agency problem
-Employees feel secure-Employees feel that they have a say in the company-Employees know that they can get promotions, which leads to more motivation-Behavior-oriented results leaves room for failure, and therefore also innovation
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Human resources and the resource based view of the firm
The resource based view
is another way for HRM
to justify its position in
an organization.
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Value proposition of HRM
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• HRM is definitely valuable. • Human capital advantage refers to talented and motivated
employees, which are valuable, and human resource practices support that.
• People are becoming more and more important in organizations, especially because of the knowledge and expertise people have.
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• Off course every company has human resources, so in that way HRM is not heterogenously divided.
• However, the different HR practices companies use are heterogeneously divided.
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• Human resource management on its own is not immobile.
• However a good system of human resource practices, which is well aligned with the human capital pool and the whole organization, is often difficult to copy, which may be based on 3 things:
- The role of history- Causal ambiguity- Social complexity
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Can good human resource practices create a sustainable competitive advantage?
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Areas in HRM that can create a sustainable competitive advantage
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Empirical SHRM research
• HR practices can have a profound impact on accounting and market-based measures of performance (Huselid, 1995).
• HR practices are related to labor productivity (Koch and McGrath (1996).
• The value and uniqueness of skills are associated with different types of HR systems within the same organization (Lepak and Snell 1999)
• Most emperical research applying the RBV has failed to test its fundamental hypotheses, it only assesses 2 variables: HR practices and performance
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The convergence of RBV and SHRM
Potential bridges between HR and strategy:
• Core competencies• Dynamic capabilities• Knowledge-based views of the firm Potential
bridges between HR and strategy:
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Core competencies as a bridge between HR and strategy
• Core competences and skills are inseperable of the employees who comprise the competences.
• The behavioral aspects of employees and the supportive nature of people management systems to development/maintenance of the competency.
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Dynamic capabilities as a bridge between HR and strategy
• Dynamic capabilities are resources that can match and create market change.
• Dynamic capabilities require that organizations establish processes that enable them to chnage their routines, services, products and even markets.
• Human resource practice can create flexibility and adaptability to the market.
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Knowledge-based theories as a bridge between HR and strategy
• The generation, transferring, integrating and protecting of knowledge is becoming more important in every firm.
• Many firms start recognizing that the key to successful knowledge management requires attending to the social and cultural systems of the organization.
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• Movie: Is HRM strategic?
• http://www.youtube.com/watch?v=AzNL0gEZcLU