exchange based upon investment in learning, internal promotion and internal
equity is typically used (Bamberger & Meshoulam, 2000). In addition, such
workplaces 'mobilize' employee consent through culture strategies, including
the popular notion of the 'learning organization'. (Bratton, 2001, p. 341)^49 :
Evaluating strategic human resources management and models of
human resources strategy
A number of limitations to current research on SHRM and HR strategy have
been identified: the focus on strategic decision-making, the absence of
internal strategies and the conceptualization of managerial control
Existing conceptualizations of SHRM are predicated upon the traditional
rational perspective to managerial decision-making - definable acts of linear
planning, choice and action - but critical organizational theorists have
challenged these assumptions, arguing that strategic decisions are not
necessarily based on the output of rational calculation. The assumption that a
firm's business-level strategy and HR system have a logical, linear
relationship is questionable given the evidence that strategy formulation is
informal, politically charged and subject to complex contingency factors. As
such, the notion of consciously aligning business strategy and HR strategy
applies only to the 'classical' approach to strategy. Those who question the
classical approach to strategic management argue that the image of the
manager as a reflective planner and strategist is a myth. Managerial
behaviour is more likely to be uncoordinated, frenetic, ad hoc and fragmented.
The political perspectives on strategic decision-making make the case that
managerial rationality is limited by lack of information, time and 'cognitive
capacity' as well as that strategic management is a highly competitive process
in which managers fiercely compete for resources, status and power. Within
such a management milieu, strategies can signal changes in power
relationships among managers. Rather than viewing strategic choices as the
outcome of rational decision making, Johnson (1987, cited in Purcell, 1989, p.
72), among others, argues that 'Strategic decisions are characterized by the
political hurly-burly of organizational life with a high incidence of bargaining...