Micro HRM
Management of individuals and groups
Recruitment
Selection
Induction
Training and development
Performance management
Remuneration
etc...
Management of work and employee voice systems
Work scheduling
Union management
etc...
Strategic HRM
History
6 research streams
Contingency and fit
Role of HR
Expanding the scope of SHRM
Structure and components of HR systems
Effective execution of HR policies and ensuring realized strategic intent
Methodological issues
7 themes in SHRM
1) explaining contingency perspectives and fit
Behavioral perspective
HR practices need to ensure that desired employee role behaviors take place
Different strategy types require different employee role behaviors
Contingency approach
Intra-firm contingency
HR systems and organizations
Relativity of HR systems
Components of organizational environments
Internal
Structure
Size
Life Cycle Stage
Business strategy
Technology
External
Legal
Social
National culture
Political
Industry characteristics
Labor market condition
Unionization
HR practices depend on organization context
Relationship between SHRM and org. perf.
Fit
Fit required between org. business strategy and HR strategy
External fit
Internal fit
4 types of internal fit of HR systems
within-HRM system vertical fit
inter-HRM activity area fit
intra-HRM activity area fit
between-HRM system fit
Between org. culture and strategy
Promote desired behavioral norms
Seek candidates who share value
Fit and flexibility
1) HRM practices
2) Employee skill
3) Employee behavior
Fit between HR practices and strategy will change through org life cycle
HR strategies
SHMR vs. Bureaucratic
Diversity HR strategy
Setting as contingency
Service vs. Manufacturing
Public, non-profit & private org.
IPOs vs. Established
Risk tolerance
Competing frameworks
Universal perspective
Configurational perspective
Universal vs. Configurational vs. Contingency
2) shifting from a focus on managing people to creating strategic contributions
4 strategic outcomes for SHRM
1) equity and human relations
2) competitive performance
3) innovation and flexibility
4) interunit integration
Role of HR department in driving org. performance
HR activities have major influence on ind. perf. and therefore productivity and org. perf.
The cycle of HR activities are interdependent
Effective strategic management requires effective HR management
Open Systems Theory
Loci 1: competence
Knowledge
Skill
Capabilities
strategies here consist of competence acquisition, utilization, retention and displacement
Loci 2: behavior
strategies here consist of behavior control and coordination
HR systems as coherent wholes
Human capital perspective
3 approaches to strategic contributions
1) RBV and strategic contributions
2) human resource practices
Links between strategy and HR practices, and firm performance
SHRM and market orientation
High-investment HR practices and core vs. support employees
Economic and human synergies in mergers and acquisition
3) intellectual capital
Human capital (HC)
HC & managers
Technical < strategic managerial capabilities in terms of performance
SHRM is related to HR professionals' individual performance
HC only enhances performance if top managers perceive HC as an asset
HC & performance
HC & learning
Systems perspective needed
Social capital (SC)
Costs
Maintenance
Foregone innovation
Institutionalized power
Benefits
Commitment justification
Work flexibility
Collective organization
Enhances intellectual capital
Source of competitive advantage
High Performance Work Systems (HPWS) and SC
Enhances internal social structure
Enhances financial performance
Enhances sustainability
Organizational capital
3) elaborating HR system components and structure
4) expanding the scope of SHRM
5) achieving HR implementation and execution
6) measuring outcomes of SHRM
7) evaluating methodological issues
6 Theoretical models of SHRM
1) behavioral
2) cybernetic
3) agency/transaction cost theory
4) resource-based view
Human capital
Human resource capabilities & core competencies
Organizational processes
sustained competitive advantage
competitive vulnerability
5) power/resource dependance
6) institutional theory
International HRM
4 types of fit
1) between IHRM functions and org life cycle stage
2) internally within various HR functions
3) between the HR practices and the firm's cross-national/cultural environment
4) between HR functions of the corporate and foreign subsidiary levels
exportive
adaptive
integrative
3 approaches to managing affiliates