Strategic Human Resource Management Perspective Research Articles

Digitalization of HRM for strategic human resource management orientation: Logistic regression and dominance analysis approach

Background: According to the contemporary HRM theory, strategic human resource management (SHRM) orientation, as a company's philosophy of aligning human resource management (HRM) policies and practices with an organizational strategy for maximizing organizational results, is considered the highest level of a company's HRM development. At the same time, one of the trends in HRM is the digitalization of HRM activities, following the global trend of adopting digital tools for increasing individual and organizational efficiency and effectiveness. The question that consequently arises is whether the digital component entered the SHRM perspective, in other words, whether SHRM orientation could exist without digitalization of HRM endeavours. Purpose: The paper strives to provide answers, both theoretically and empirically, to the following central and three supporting research questions: CRQ = Is digitalization of HRM contributing to the strategic HRM orientation of a company?, SRQ1 = Are digital HRM practices positively related to the SHRM orientation?, SRQ2 = Are some digital HRM practices more relevant for the SHRM orientation than others?, and SRQ3 = If the relationship between digital HRM practices and SHRM orientation does exist, which digital HRM practice is the most relevant one for SHRM orientation? Study design/methodology/approach: To provide empirically based answers to research questions, we utilized the CRANET 2021 dataset, covering 4495 organizations with more than 200 employees from 38 countries worldwide. We used nine indicators for revealing the existence of digital HRM (manager self-service, employee self-service, HRIS, algorithm-based HRM, HR analytics, telework, digital learning, social media recruitment, social media selection) and five indicators for determining the SHRM orientation (HR manager's membership in the management board or equivalent; involvement of HR manager in the development of business strategy; existence of written HRM strategy; HR to employee ratio, the level of HR department performance evaluation). SHRM orientation was determined using K-Means cluster analysis, and relationships between variables were analysed using correlation analysis, multiple logistic regression and dominance analysis (DA). Findings/conclusions: Correlation analysis revealed that all indicators of digitalization of HRM processes have a positive and a significant relationship with SHRM orientation, implying that digital HRM practices are relevant for SHRM orientation. The results of logistic regression indicated that the usage of manager self-service, algorithm-based HRM, HR analytics, telework, digital learning and social media selection increase the probability of organizations' SHRM orientation more than other explored indicators. The results of DA demonstrate that the most important digital HRM practices for the SHRM orientation is digital learning. Limitations/future research: As CRANET dataset is limited in its variables of digital HRM and indicators of SHRM orientation, further research is needed to confirm our findings.

Sustainable human resource management: a systematic review of a developing field

PurposeThis study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.Design/methodology/approachThis study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.FindingsThere is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.Practical implicationsThe evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.Originality/valueThis study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

Implementation of strategic human resource management practices: a review of the national scientific production and new research paths

PurposeThe strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).Design/methodology/approachTaking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.FindingsBetween 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.Research limitations/implicationsThere is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.Practical implicationsThis way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.Social implicationsIn the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.Originality/valueThe interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hallet al.(2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.

WITHDRAWN: Volunteer selection at a major sport event: A strategic Human Resource Management approach

ABSTRACT Volunteers have long been regarded as an essential part of the staging major sport events both to encourage community participation and to contain labour costs. Major sport events often attract a large pool of applicants which exceeds the number of volunteer positions available. Selecting the best qualified applicants for available positions requires volunteer selection processes that are fair, effective, and efficient from both the volunteer and event organising committee perspectives. Using a Strategic Human Resource Management (SHRM) approach, the authors investigated factors that predicted the selection of applicants interviewed for volunteer positions from the perspective of a major sport event organiser. Using deidentified data from all volunteer applications (n = 53,234) for the 2018 Gold Coast Commonwealth Games, the authors identified a number of factors that predicted the likelihood of an applicant being selected for an interview for a volunteer position. SHRM principles were applied to volunteer selection decisions but in a limited way. The authors found some evidence of links between volunteer selection decisions and the overarching strategies of the Games. However, these decisions prioritised the short-term goal of filling volunteer positions to stage a successful Games rather than longer-term strategic goals. The research contributes to better understanding links between major event HRM strategies and volunteer selection, identifying factors which predict volunteer selection, and possible limitations in the application of volunteer database management systems from a SHRM perspective.

Unmanaged migration and the role of MNEs in reducing push factors and promoting peace: A strategic HRM perspective

The global migration crisis has prompted calls by the United Nations and others for private sector involvement in migration governance. Drawing on the strategic human resource management (HRM) and peace through commerce literature, we propose that MNEs can mobilize the resources of the firm to reduce migration push factors and promote peace in origin and at-risk countries by adopting peacebuilding as a strategic objective implemented through political CSR and conflict-sensitive HRM within a strategic HRM framework. MNEs that take up this ‘grand challenge’ are likely to benefit from greater stability and lower risk, the development of new markets, and enhanced organizational reputation, legitimacy, and competitiveness. We develop research propositions on the likelihood of MNE adoption. Policy and management implications are provided.

BANKING SERVICE ORIENTATION MODEL IN STRATEGIC HRM AND SYSTEM DYNAMICS PERSPECTIVE

This paper seeks to explore a model of banking service orientation in strategic human resource management and system dynamic perspective, theoretically. As a scientific effort to develop a study of strategic human resource management. So far, the relationship between elements in strategic human resource management perspective as a system is only analyzed linearly. This article is the result of a literature study. An analysis is done narratively, to answer research problems. Research finding in the form of banking service-orientation model in strategic human resource management and system dynamic perspective, that illustrates the interaction between marketing differentiation strategy, commitment-based human resource system, service-oriented role behaviors to achieve banking performance.

Human Resource Practices and Firm Performance in China: The Moderating Roles of Regional Human Capital Quality and Firm Innovation Strategy

ABSTRACTWe conducted two studies to investigate the contingent role of regional human capital quality (i.e., the knowledge, skills, and abilities of the collective workforce in a region) in the relationship between firm-level human resource (HR) practices (i.e., practices focusing on employees’ human capital development) and firm performance in China. Drawing upon human capital theory, we hypothesized that the human capital–enhancing HR practices and regional human capital quality have a substitutive effect on firm performance. Study 1 uses a World Bank survey of 9,125 firms in 30 provinces. We found that the human capital–enhancing HR practices relate more strongly to firm performance when regional human capital quality was lower than when it was higher. Study 2 used a sample of 203 firms across seven provinces. We found similar results. We further hypothesized and found that the substitutive effect of regional human capital quality was stronger when a firm adopted an innovation strategy. Our findings provide new evidence for the contingency perspective of strategic HR management and highlight the importance of matching HR practices with local labor quality conditions and the business strategy of the firm.

Employer Branding and Reputation From A Strategic Human Resource Management Perspective

Although reputation management literature has been dominated by marketing and communications-led perspectives, there is anagreementthat corporate reputation and good governance are often built from the internal towards external stakeholders. Lately, balancing the usage of social media as opposed to conventional media has demanded both human resources managementand public relations to become more strategic in addressing the role of brand communication via social media to gain competitiveness and business value. The purpose of the present study is to investigate the role of brand management for engaging employees, while building the reputation of the company. Most research on reputation management and branding focus either on social expectations and trust of external stakeholders and emphasis on internal stakeholders, particularly employees, is quite recent. “Employer branding” has been the application of branding principles for competitive advantage in strategic human resource management. Internal marketing of employer brands need to support external marketing so that organizational reputation is persistent. Employee commitment here refers to the degree to which an employee has positive associations and perceptions towards the organization, its brand values, brand personality and reputation. The researcherhas drawn upon prior research to develop anintegrated model that aims at linking strategic human resources management (SHRM), branding and corporate reputation. By using structured interviews of managers from various companies in different sectors, comparing and contrasting challenges and implications may pave the way for an integrated understanding of employees as the ultimate brand ambassadors/ advocates.

Core competence: From a strategic human resource management perspective

Core competence has become the prevailing term in strategic management (SM) and human resource management (HRM) literature. However, the exact meaning of the “core” term has been ambiguous to researchers, educators, and practitioners. This article addresses the interpretations of “core” in SM and HRM literature and adopts the Strategic Human Resource Management (SHRM) perspective to redefine core competence and human competence as organizational and individual capabilities that create organizational competitive advantage. We build a conceptual framework to show the relationship between core competence and human competence, and provide business and management implications. Key words: Core competence, human competence, competitive advantage.

SHRM and product innovation: testing the moderating effects of organizational culture and structure in Chinese firms

Prior studies have found a positive effect of strategic human resource management (SHRM) on firm performance. However, little research has been done to understand how SHRM is employed to facilitate product innovation. Following the contextual perspective of SHRM, this study examines an interactive model in which corporate culture and structure are proposed to moderate the SHRM–product innovation relationship. Empirical results from a sample of 223 Chinese enterprises indicate that SHRM has a positive impact on firms' product innovation and this relationship is stronger for firms with a developmental culture. Furthermore, an examination of three-way interactions indicates that in firms with a flatter structure, the relationship between SHRM and a developmental culture is stronger.

Team staffing modes in organizations: Strategic considerations on individual and cluster hiring approaches

Team-based work structures are increasingly used in organizations as a viable means of improving performance. However, there is relatively little research on the practices of staffing teams and the implications of such practices with regard to a firm's competitive advantage. In this paper, we evaluate methods of team staffing from a strategic human resource management perspective. Included in this discussion is an extrapolation of individual approaches to team staffing, which include staffing individuals to build a team, and cluster hiring, which refers to organizational efforts to acquire and fit a pre-existing team with a new role. In particular, we evaluate how individual and cluster hiring modes influence the competitive advantage of organizations, linking human resource management practices with strategic outcomes, and presenting testable propositions to guide future research and practice in team staffing.

Relationship between strategic human resource management and firm performance

PurposePrevious studies suggest that strategic human resource management (SHRM) is beneficial to firm performance. This study seeks to investigate the moderating effect of product market strategy (PMS), one of the contextual factors, on the relationship between SHRM and firm performance.Design/methodology/approachThis study conducted a survey on 235 Taiwanese firms and hierarchical regression analysis was performed.FindingsThe results failed to support the “universalistic” SHRM perspective. Only the interaction between an innovative PMS and SHRM exerted a significant effect on firm performance, which supporting the argument of the “contingency” perspective. The findings of this study confirmed the validity of the contingency model in an Asian society.Research limitations/implicationsDifferent from most previous studies conducted in a Western context, this study examined the data of Taiwan, and thus examined a very different cultural and institutional environment. Although this study obtained valuable results, the limitations of the subjective data, number of measurement items and the cross‐sectional design were discussed. In a future study, more work on revealing the influence of other unexplored factors to better understand the determinants of firm performance should be done.Practical implicationsCoping with innovation needs, the degree to which traditional human resource management (THRM) is transformed into SHRM determines how well a firm is able to sustain and enhance growth. This will enable firms to keep pace with the rapid environmental changes associated with globalization.Originality/valueInvestigates the moderating effect of PMS on the relationship between SHRM and firm performance in a Taiwanese context.

Organizational learning in Indian organizations: a strategic HRM perspective

Purpose – The purpose of this study is to analyze the role of organizational learning and strategic human resource management (HRM) in sustainable competitive advantage.Design/methodology/approach – To carry out the present study, the survey method has been used. The empirical research was done on a random sample of 300 line or human resource (HR) managers from nine Indian and foreign global organizations, chosen purposefully from New Delhi (the national capital region of India). Percentages, means, cross tabulation, Pearson's correlation, one‐way analysis of variance, inter‐item analysis and Cronbach alpha were used for data analysis using SPSS package 10.Findings – The study reveals that there is a positive relationship between organizational learning, strategic HRM and sustainable competitive advantage.Research limitations/implications – Large samples from different Indian companies, especially middle‐ and small‐scale industries, and longitudinal studies with qualitative and quantitative research desig...

The Configurational Approach to Linking Strategic Human Resource Management Bundles with Business Performance: Myth or Reality?

Abstract

Rethinking Teacher Workforce Development: A Strategic Human Resource Management Perspective

Yearbook of the National Society for the Study of EducationVolume 103, Issue 1 p. 34-69 Rethinking Teacher Workforce Development: A Strategic Human Resource Management Perspective MARK A. SMYLIE, MARK A. SMYLIE Mark A. Smylie is a Professor and Chair of Policy Studies in the College of Education at the University of Illinois at Chicago.Search for more papers by this authorDEBRA MIRETZKY, DEBRA MIRETZKY Debra Miretzky is Program Director of the National Society for the Study of Education and an Adjunct Instructor in education at UIC.Search for more papers by this authorPAMELA KONKOL, PAMELA KONKOL Pamela Konkol is a Ph.D. student in Policy Studies in UIC's College of Education.Search for more papers by this author MARK A. SMYLIE, MARK A. SMYLIE Mark A. Smylie is a Professor and Chair of Policy Studies in the College of Education at the University of Illinois at Chicago.Search for more papers by this authorDEBRA MIRETZKY, DEBRA MIRETZKY Debra Miretzky is Program Director of the National Society for the Study of Education and an Adjunct Instructor in education at UIC.Search for more papers by this authorPAMELA KONKOL, PAMELA KONKOL Pamela Konkol is a Ph.D. student in Policy Studies in UIC's College of Education.Search for more papers by this author First published: 04 April 2005 https://doi.org/10.1111/j.1744-7984.2004.tb00030.xCitations: 18 Authors' Note We wish to acknowledge Carol Fendt for helping to identify and review the literature used in this chapter and Zehava Rosenblatt and David Mayrowetz for providing comments and suggestions on the structure of our argument. AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume103, Issue1April 2004Pages 34-69 RelatedInformation

Rethinking Teacher Workforce Development: A Strategic Human Resource Management Perspective

Rethinking Teacher Workforce Development: A Strategic Human Resource Management Perspective

Breaking the Glass Ceiling: The Effects of Sex Ratios and Work-Life Programs on Female Leadership at the Top

Data, at the level of the corporation, revealed that the percentage of lower-level managerial positions held by women in the 1980s and early 1990s was positively associated with the number of work-life human resource practices provided in 1994 and with the percentage of senior management positions held by women in 1999. In turn, the number of work-life human resource practices provided in 1994 was positively associated with the percentage of senior management positions held by women in 1999 and partially mediated the effect of lower-level female representation on senior level female representation. These results support the blending of a social contact theory perspective and a strategic human resource management perspective when explaining the glass-ceiling phenomenon, and have important implications for managing human resources and individual careers.

Matching leadership styles with employment modes: strategic human resource management perspective

Researchers have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital. At the same time, it has been well recognized that leadership plays a critical role in effective management of employees [Burns, J. Z., & Otte, F. L., Hum. Resour. Dev. Q. 10 (1999) 225; Sims Jr., H. P., & Manz, C. C. (1996). Company of heroes: Unleashing the power of self-leadership. New York: Wiley]. However, scant research exists that integrates these two seemingly disparate streams of research. By drawing on strategic human resource management and leadership literatures, we provide a typology of employment mode—leadership style fit that matches leadership styles with the requirements of different employee groups. Building on strategic human resource management, we recognize that different groups of employees are managed differently and may require different leadership styles. Based on contingency approaches to leadership, we explore leadership style most consistent with the underlying objectives and psychological obligations underlying different groups of employees. Implications of this fit for researchers and managers as well as directions for future research are discussed.

Strategic human resources management in Australia: the human cost

Strategic human resource management (HRM) is increasingly being used to indicate a system‐wide intervention that links HRM to strategic planning and cultural change. However, what may be inadvertently occurring is a reinforcing of the use of the “hard” model of HRM, one that prioritises “management” aspects above “human” aspects of the discipline. Competitive business strategies may be improving the bottom line of a company, but they are hurting many individuals, especially when workers are being viewed as a commodity in a labour market. The Australian experience suggests that strategic HRM is not particularly people focused and has led to greater job insecurity and lower job satisfaction. If the current intent of strategic HRM is to strategise in conjunction with an organization’s business direction, then it needs to be re‐conceptualised to acknowledge the human endeavour of organizations. This will require a broadening of the perspective of strategic HRM.