Introduction
According to Douglas McGregor “there is nothing so practical as a good theory, that is one that is the product of precise field research and, probably, tested by further research”. This is true in the case with strategic HR theory, which is based on thorough research and testing and once the jargon has been discarded it has a strong common-sense appeal. The theory addresses major people issues that influence or affected by the strategic plans of the organization and provides a foundation for having an agreed and understood basis for developing an approaches to people management.
PRACTICAL IMPLICATIONS OF SHRM THEORIES
Strategic Human Resource Management is an approach that defines how the organization’s …show more content…
● ‘Best fit’ (the ‘contingency’ perspective of Delery and Doty, 1996) is preferable to ‘best practice’ as long as the organization avoids falling into the trap of ‘contingent determinism’ by allowing the context to decide the strategy (Paauwe, …show more content…
In Purcell’s view, organizations should be less concerned with best fit and best practice and much more sensitive to processes of organizational change so that they can ‘avoid being trapped in the logic of rational choice’.
● Best fit can be pursued in many ways, namely by fitting the HR strategy to its position in its life cycle of start-up, growth, maturity or decline (Baird and Meshoulam, 1988), or the competitive strategy of innovation, quality or cost leadership (Porter, 1985), or the organization’s ‘strategic configuration’ (Delery and Doty, 1996), eg the typology of organizations as prospectors, defenders and analysers defined by Miles and Snow (1978).
● Enhanced performance can be achieved by ‘bundling’, ie the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other (MacDuffie, 1995).
Reference
● Michael armstrong
Strategic Human Resource Management: A Guide to Action
4th Edition
Kogan page
● Michael Armstrong
ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE
11th
According to Douglas McGregor “there is nothing so practical as a good theory, that is one that is the product of precise field research and, probably, tested by further research”. This is true in the case with strategic HR theory, which is based on thorough research and testing and once the jargon has been discarded it has a strong common-sense appeal. The theory addresses major people issues that influence or affected by the strategic plans of the organization and provides a foundation for having an agreed and understood basis for developing an approaches to people management.
PRACTICAL IMPLICATIONS OF SHRM THEORIES
Strategic Human Resource Management is an approach that defines how the organization’s …show more content…
● ‘Best fit’ (the ‘contingency’ perspective of Delery and Doty, 1996) is preferable to ‘best practice’ as long as the organization avoids falling into the trap of ‘contingent determinism’ by allowing the context to decide the strategy (Paauwe, …show more content…
In Purcell’s view, organizations should be less concerned with best fit and best practice and much more sensitive to processes of organizational change so that they can ‘avoid being trapped in the logic of rational choice’.
● Best fit can be pursued in many ways, namely by fitting the HR strategy to its position in its life cycle of start-up, growth, maturity or decline (Baird and Meshoulam, 1988), or the competitive strategy of innovation, quality or cost leadership (Porter, 1985), or the organization’s ‘strategic configuration’ (Delery and Doty, 1996), eg the typology of organizations as prospectors, defenders and analysers defined by Miles and Snow (1978).
● Enhanced performance can be achieved by ‘bundling’, ie the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other (MacDuffie, 1995).
Reference
● Michael armstrong
Strategic Human Resource Management: A Guide to Action
4th Edition
Kogan page
● Michael Armstrong
ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE
11th