research+and+practice+in+hrm+-+sept+8

8/11/2019 Research+and+Practice+in+HRM+-+Sept+8

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September 8th, 2014

What is Strategic HRM?

DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historicalperspective. Human Resource Management Review, 24(3), 219-231.


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Strategic Management The process of identifying and executing the

organizations mission by matching its capabilities

with the demands of its environment.

StrategyA chosen course of action.

Strategic Plan

How an organization intends to balance its internalstrengths and weaknesses with its external

opportunities and threats to maintain a competitive

advantage over the long-term.


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Strategic Human Resource Management

The linking of HRM with strategic goals and objectives in

order to improve business performance and develop

organizational cultures that foster innovation and

flexibility.

Involves formulating and executing HR systemsHR

policies and activitiesthat produce the employee

competencies and behaviors that the company needs to

achieve its strategic aims.


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Encourage proactive behaviours in bothmanaging staff and staffing

Use as decision making tool

Fit with organizational strategy in order toincrease profit or other goal attainment

Concerned with resource maximization: howto get the most from the people you have

(competitive advantage)


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1910 Scientific Management (how to makeworkers more productive)

1930 Hawthorne Studies & Human Relations Era(how employees feel affects how the perform)

1945 Growth of Labour Unions (personnelpractices)

1960 Growth of Human Rights Movements (allworkers to receive same basic protection)

1980 Competitive Advantage (people asresources)Late 1990s to current Strategic HRM (some wouldargue this idea is still in development


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HR research initially began in order to solvebusiness problems

Most research took place within organizations Action research was a popular method,

ensuring a research/business connection Late 1960s business schools came under fire

for not have academic rigor in theirprograms, too much time was spent

consulting Resulted in the move toward theory and away

from practice/case studies


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1970s: Business schools sought academic credibilityand theoretical research

Business journals also changed at that time, with afocus away from practitioners

1980s: With economic boom came more and more

consultants (without academic qualifications) HR Managers became more comfortable with the

non-academic model (regardless of whether itworked or not)

Business publications are not Manager friendly

Evidence based practice research is not readilyavailable Organizations look to other organizations to see what

works


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Strategic HRM pushes for the research-practiceconnection

HR strategies have become very complex, andalso similar. Without something new and

effective, there is no advantage Financial pressures since 2007 have

organizations re-examining practices

Some areas have come together faster thanothers (compensation, performance

management) Some areas arent working well in either field

(discrimination, diversity)


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Partnerships with private businesses has beenan interest of most business schools for thepast 15 years

Business journals assessed on Impact ofResearch which may in the future requirecollaboration with practitioners

Organizations are pressuring managers for

HR that works and can be shown to produceresults (back to Strategic HRM!)

research+and+practice+in+hrm+-+sept+8

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