Strategic Human Resource Management: A Guide to Action

Mintzberg (1978, 1987, 1994) summarizes the non-deterministic view of strategy admirably. He perceives strategy as a ‘pattern in ...

33 3 The concept of strategic human resource management As Baird and Meshoulam (1988) remark: ‘Business objectives are accom- pl ...

Other definitions of strategic HRM include: l Strategic HRM is concerned with ‘seeing the people of the organization as a strate ...

strategy and the strategic behaviour of HR specialists working with their line management colleagues on an everyday basis to ens ...

be to ‘create firms which are more intelligent and flexible than their competitors’ (Boxall, 1996) by hiring and developing more ...

defined by McWilliams, Siegel and Wright (2006) as ‘actions that appear to further some social good beyond the interests of the ...

firms may be unable to recruit them. They follow Barney (1991) in listing four criteria that govern the ability of a resource to ...

It can be argued that the concepts of strategic flexibility and fit are incom- patible: ‘fit’ implies a fixed relationship betwe ...

A way of resolving this confusion was suggested by Richardson and Thompson (1999). They proposed adopting the commonly used term ...

employee share ownership programmes to increase employees’ awareness of the implications of their actions on the financial perf ...

work in the context of the organization. Becker and Gerhart (1996) argue that the idea of best practice might be more appropriat ...

This is a plausible picture of what may happen, and it is backed up by some empirical research; for example, a study by Schuler ...

the development of new products, markets and technologies. They create change in their markets and are the forces to which compe ...

Analysers, which are a combination of the prospector and defender types. They operate in stable environments like defenders and ...

(2004) emphasizes that ‘It is necessary to avoid falling into the trap of “contingent determinism” (ie claiming that the context ...

zational needs, improving performance and quality and, in commercial enterprises, achieving competitive advantage. The process o ...

One way of looking at the concept is to say that coherence will be achieved if there is an overriding strategic imperative or dr ...

As modelled in Figure 3.1 strategic HRM is about both HR strategies and the strategic management activities of HR professionals. ...

l creating sustained competitive advantage depends on the unique resources and capabilities that a firm brings to competition in ...

Part 2 The practice of strategic HRM 51 ...