Strategic Human Resource Management And Hrm Practices Essay

791 Words Mar 21st, 2016 4 Pages
According to Yao-Sheng (2005), strategic human resource management (SHRM) researchers do not focus on a particular human resource management (HRM) practice used in isolation. Instead, they examine what is described as a bundle of HRM practices, which are implemented in combination in order to manage the workforce within a particular organization. However, since the introduction of SHRM, the behavioral perspective has emerged, in that, different strategies tend to require different behaviors, and that different HRM practices tend to bring out and strengthen those behaviors (Yao-Sheng, 2005).
Yao-Sheng (2005) stated that a strategy is only a means to an end. Thus, if one uses the contingency theory, there is usually a close relationship between a business strategy and HRM practices. According to Yao- Sheng (2005), the contingency theory tends to hypothesize that HRM practices/methods are determined by the type of business strategy a particular organization uses. In essence, the behavioural perspective appears to suggest that HRM practices tend to affect performance of a particular organization, when it elicits what is described as needed role behaviors for certain organizational contingencies such as strategies (Lepak & Shaw). There is also the assumption that an organization that closely coordinates its business strategy and HRM practices, that organization usually performs better than one that does not (Yao-Sheng, 2005).
It is telling that a particular business strategy…

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