STRATEGI n n n BEST PRACTICES BEST FIT
STRATEGI n n n BEST PRACTICES BEST FIT RBV – RESOURCE-BASED VIEW
BEST PRACTICES HRM
Management Buzzword? n n n n TQM Reengineering High Involvement Management High Commitment Management Team/ Self-Directed Team Empowerment Compentency-based HRM
Studies of Best Practice HRM n Arthur (1994) n Huselid (1995) n Pfeffer (1994, 1998) n Mac. Duffie (1995) n Cully et al (1998) n Guest and Conway (1998)
Best Practice HRM a la Pfeffer n n n n Employment security Selective hiring Self-managed teams/team working High-level contingent compensation Extensive training Reduction of status difference Information sharing
The Use of Best Practice HRM (Hillier) (0% of organizations reporting yes) n Policy on employment security 61 n Use of sophisticated selection for non-managerial staff 58 n Active policy of promoting from within 88 n Encourage team working at all levels in organization 94 n Proportion of employees with performance-related reward 67 n Proportions of employees holding shares in organization 29 n Policy of harmonization across grades 72 n Use of formal mechanisms for measuring impact of training 57 n Use of employee attitude surveys 69
Use of Best Practice HRM n High Final service Utilities n Medium Chemical Retailing n Low Transport Hotels and Catering
The use of Best Practice HRM (CIPD) (0% of organizations reporting yes) n Equal opportunities practices at work place 86 n Opportunities provided for updating skills 80 n Employees kept well-informed about business 77 n Positions normally filled from within organization 57 n Attempts to involve employees 53 n Serious attempt to make work interesting 51 n Stated policy on avoiding compulsory redundancies 36 n Pay related to performance 30
Bundles of HR Practices n Combined effects and synergy n Horizontal integration n Additive n Multiplicative
Nice Words and Harsh Realities n Alternatives to redundancies n Teamwork as an iron cage n Organizational Cloning n Training as a Sheep Dip n Involvement as Indoctrination
Integrated Bundles and Contradictory Practices n Lack of coherence n Employment security and Concession Bargaining n “Eliminating Supervisors” n Internal and External Relatives
Universalism and Contingency Models n HR as Driver or Follower n Barriers to Implementing HRM n Long-term Perspectives n The Importance of Labor Cost n Knowledge Workers and Robots n A new Status Divide?
Unitarism and Employee Voice n The Trade Union Contribution n We, Us and Them n The World from Mount Olympus n Academics and Gurus n The fragility of the Business Case?
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