An Instrument to Measure the Practice of Strategic Human Resource Management in Private Sector Organizations

K. Dissanayake,H. H. D. N. P. Opatha,T. L. Sajeevanie

doi:10.4038/sljhrm.v10i1.5647

Abstract

Human Resources in an organization are the type of resources that possess the ability to make decisions, the ability to create and innovate, and the ability to generate and enhance a sustainable competitive advantage. Hence, managing Human Resources strategically has been critical. Similarly, measuring the practices of strategic human resource management has also been difficult. The objective of this paper is to present an instrument to measure the Practice of Strategic Human Resource Management in Private Sector Organizations. A systematic and adequate attempt was made to conceptualize and operationalize the construct of the Practice of Strategic Human Resource Management and the instrument was based on three dimensions i.e., coherence, integration and devolvement. By using 288 Heads of Human Resources and 288 Chief Executive Officers of Sri Lankan listed firms, various forms of validity and reliability were tested and it was found that the instrument possesses adequate degrees of validity and reliability. It is of the belief that the instrument can be utilized for future research studying the Practice of Strategic Human Resource Management in organizations.

Highlights

Strategic Human Resource Management (SHRM) represents a relatively new transformation in the field of Human Resources Management (HRM) (Caliskan, 2010)
Even though Jain (2005) states that SHRM became popular in the 1980s, according to Ericksen and Dyer (2005), the concept of SHRM has been launched in the mid-1970s
The goal of SHRM is the effective application of human resources to meet organizations’ strategic requirements and objectives (Greer, 2008).While traditional human resource ideas emphasize functional and sub-functional specialization and concern for individual efficiency, SHRM ideas emphasize the total contribution to the firm; overall effectiveness and cross functional integration (Backer et al, 2006; Sajeevanie et al, 2016)

Summary

Introduction

Strategic Human Resource Management (SHRM) represents a relatively new transformation in the field of Human Resources Management (HRM) (Caliskan, 2010). Wright and Mcmahan (1992) had mentioned that the HRM field is integrated into the strategic management process, resulting in a new discipline referred to as SHRM. While vertical fit involves the alignment of HRM practices with the strategic management process of the firm, horizontal fit implies a congruence among the various HRM practices (Wright et al, 1998). An instrument to measure the level of practice of SHRM has not yet been developed properly. This paper attempts to present an instrument to measure the level of practice of SHRM in private sector organizations. Out of 288 Heads of HR, 185 responses were received and out of 288 CEOs, only 117 responses were received

Objectives

Discussion

Conclusion