STRATEGIC FRAMEWORKS
The formulation of coherent HR strategies is more likely if the overall
approaches the organization intends to adopt to managing its human
resources are understood. These can then serve as the framework within
which specific strategies can evolve. The most common approaches are:
the development of resource capability;
high-commitment management;
high-performance management;
best practice.
Resource capability
The resource capability approach regards the firm as a bundle of tangible and
intangible resources and capabilities required for product/market competition
(Kamoche, 1996)^63. Human resources are seen as a major source of
competitive advantage.
As expressed by Kamoche, the basis of this approach to HR strategy is the
acknowledgement of the 'stock of know-how' in the firm. The capability-based
framework is concerned with the actions, processes and related behavioural
efforts required to attain a competitive position.
Within this framework, firms attempt to gain competitive advantage using
human resources through developing distinctive capabilities (competencies)
that arise from the nature of the firm's relationships with its suppliers,
customers and employees.
Kamoche describes the resource capability view of the firm as one that 'builds
on and provides a unifying framework for the field of strategic human resource
management'.
A resource capability approach is concerned with the acquisition, develop-
ment and retention of human or intellectual capital. It will focus on how added