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Strategic HRM: HRM → org. performance - Coggle Diagram
Strategic HRM:
HRM → org. performance
How/why:
Black-box debate
Theory behind HRM-performance link
Resource-based view
Barney
: valuable, rare, inimitable, non-substitutable
Boxall
: Human capital & human process advantage
AMO-framework
Appelbaum
Ability: human capital theory
Motivation: social exchange theory
Opportunity: empowerment theory
SHRM process model
(
Nishii&Wright
)
Disconnection between actual and perceived HRM
Difference in exposure & perception to HR
When:
Contingency perspective
Best practice vs best fit (contingency) debate
Contingency
: suggest that effectiveness of hrm policies and practices varies among different context and situation → internal and external factors need to be taken into account when designing HR practices.
Types of fit (
Wood; Peccei&van de Voorde
): internal, strategic, organizational, and environmental
For whom:
Dark-side perspective
Mutual gains vs. critical (dark-side) perspective
Mutual gains
: suggests that organizations implement hrm with the goal of enhancing positive employee experiences and work attitudes, thus resulting in more favorable employee outcomes, which positively impacts organizational performance
Dark-side
(
Van de Voorde
): suggest that HRM almost always emerges as increased control and communicates high performance expectations to employees.
Labour process theory
: fundamental conflict between the interests of owners and those of employees. HRM policies and practices that maximize shareholders gains do so at the expense of employees
Work intensification theory
(
Ramsay
): driven by asumption that managers are considently driven by ways to make employees work longer and harder, as a means to maximize labour input
Occupational health psychology
: How employees experience their work environment, and how these experiences influence their well-being.
Energy depletion process
Motivational process
Job resource as buffer of health impairment process
Who:
HR devolution
Approaches to improve HR function
Added value
(
Ulrich
) (strategic vs. operational focus): strategic partner, administrative expert, employee champion and change agent
Strategic involvement
(
Wood
): administrative, one-way, two-way, intergrative-way linkage
Storey
's typology of personnel roles
Strategic/tactical vs (non-)inventionary: changemakers, advisors, handmaidens, regulators
For whom:
Differentiated workforce
Workforce differentiation
: Idea that you don't invest equally in all your employees but that you do disproportionally invest in some employees
Stages: one size fits all, generic fit, differentiate by strategic capability, and differentiate by jobs within strategic capabilities
Two differentiation approaches
HR architecture
(
Lepak&Snelle
): differentiated based on uniqueness and added value of human capital
Differentiated workforce approach
(
Huselid&Becker
): focuses on the role of employees in achieving strategic value
A-position (
Huselid et al
): direct strategic impact