MH010. Human Resources. Management. Strategic HR Management. Charmi Patel. Open School of Management

Transcription

1 MH010 Human Resources Management Strategic HR Management Charmi Patel

2 is a division and trademark of Open.PS The Open Professional School SE. Copyright 2015 by Open.PS The Open Professional School SE. Find us on All rights reserved. The entire content of this module book (e. g. text, pictures, illustrations, tables, etc.) and each selection of it is subject to the copyright and other intellectual property rights or other protective rights of Open.PS The Open Professional School SE (Open.PS) or other owners. Any exploitation of this module book and its parts (reproduction, photocopying, scanning, storing in a retrieval system, publishing, distribution, transmission (in any form or by any means, electronic or mechanical), broadcasting, selling, making derivative works, etc.) beyond that permitted within the tight constraints of the copyright laws without the prior written permission of the copyright owner is unlawful and punishable by law. The mentioning of trademarks, descriptive names, registered names, etc., in this course book, which may be subject to the intellectual property rights of the respective owners does not imply that they are exempt from the relevant intellectual property rights or protective rights and therefore free for use. Although every precaution has been taken to verify the accuracy of the information contained herein, Open.PS assumes no responsibility for any errors or omissions. No liability is assumed for damages that may result from the use of information contained within.

3 Human Resources Strategic HR Management Charmi Patel

4 Human Resources Contents Introduction Evolution from personnel management to strategic human resource management Strategic human resource management Human resources planning and SHRM Case study: Google s HR practices: A strategic edge? Summary Models and theories of strategic human resource management Resource-based view Integration approaches The general causal model of the HRM-performance relationship The AMO model of HRM-performance relationship The psychological contract model of the HRM-performance relationship Strategic/tactical model of SHRM Human resources leader model Summary Human resources planning/workforce planning Strategic HRM models and workforce planning Approaches of workforce/hr planning Techniques of workforce/hr planning Strategic role of job analysis Case study: Big Lottery Fund Summary Solutions for exercises Bibliography About the author... 56

5 6 Human Resources Introduction Over the past two decades or so, there have been a number of important changes within the field of human resource management (HRM). The first is the transformation from personnel management to HRM, and the second is a leap forward into what is commonly referred to as looking at macro or strategic issues as well as focusing on outcomes and performance, which is often labelled as strategic HRM (SHRM) (Delery and Doty, 1996; Schuler and Jackson, 2007). This new orientation is concerned with the causal links between HRM and business performance and has attracted significant academic and practitioner debate (Purcell and Kinnie, 2007; Katou, 2012; Katou and Budhwar, 2006; 2010; 2014). Moreover the resultant changes within the international labor market due to the globalization and liberalization of economies, coupled with international social and economic change, pose particular challenges regarding HRM function, in terms of assisting in the development of human resource planning (HRP) initiatives that match changes in the demand and supply for labor (Sheehan, 2012). This course explores the transformation of HRM function from personnel management to SHRM. We then examine the interaction between HRM and business strategies in determining organizational performance, by investigating the relationships between HRM, business strategy and firm s performance. By discussing both the various theoretical and conceptual models of SHRM, we will explore the different perspectives on which the HRM-performance relationship is based. At the same time as critically analyzing the competing conceptualization of high-performance work systems, the course will also shed light on the nature of the causal link that takes place between the two end points, that is, HRM and performance. Moving on, we will evaluate some of the strategic responses to issues associated with the demand and supply of labor. We will further review and synthesize the approaches and techniques to HRP as well as a discussion on job analysis, highlighting the connections between analyses of job requirements and the HRP required. Having explained issues around SHRM and HRP, the discussion will then move on to reveal some of the global and ethical issues that underpin SHRM and HRP research and sensitize the reader to the potential gaps that remain between the policy and practice of SHRM.

6 Strategic HR Management 7 General learning outcomes After you have studied this course, you will be able to: Recognize the dynamic transformation from personnel management to strategic HRM (SHRM). Discuss how human resources can be a source of competitive advantage by reviewing and discussing theories and models of SHRM. Explore the relationship between SHRM and firm s performance. Critically analyze the competing conceptualizations of high-performance work systems. Highlight the rise of HRP as a strategic priority by exploring the relationship between SHRM and HRP. Explain the techniques and approaches associated with demand and supply of human resources. Outline the role of job analysis in the HRP process. Critically discuss issues within SHRM and HRP research.

7 8 Human Resources Chapter 1: Evolution from personnel management to strategic human resource management Learning outcomes After you have worked through this chapter you will be able to: Reflect upon the transformation of the HR function from personnel management to SHRM. Understand the meaning of key terms such as strategic management, strategic HRM and HRP. Evaluate the link between strategic HRM and HRP. The traditional personnel management approach prevalent in the first part of 20th century adopted a uniquely inward and operational focus much to do with administrative functions within an organization (Guest, 1987; 1997; 2011; Reedman and Wilkinson, 2009). As Jamali and Afiouni (2012) explain, this approach was commonly characterized as a transactional, low-level, record keeping and maintenance function with a short-term micro-orientation and a preoccupation with operational issues, practices and policies, to the neglect of broader business issues and the overall direction of the organization (Jamali and Afiouni, 2012: 34). Labor was essentially regarded as a commodity which needed to be used efficiently in order to meet organizational objectives. The exemplars within organizational behavior and human relations brought about the first major turning point with respect to the study of human resources (Mahoney and Deckop, 1986). The models within these fields highlighted the importance of softer aspects of management, including leadership, motivation and its impact on work outcomes in a positive way. Much of the research then emphasized and repositioned employees as valued organizational resources (Dunn, 2006: 71) and to better policies and practices that affected their behavior and productivity at work (Schuler and Jackson, 2007).

8 Strategic HR Management 9 This first transformation aimed at valuing employees as an important human capital, looking at human resources as an investment rather than a cost (Wright, McMahan, et al., 2001). As Keenoy (1990: 375) stated, the new era of humane people oriented employment management focused on profiting from systematic and professional management practices, and the improved coordination and integration of human resources practices (Jamali and Afiouni, 2012). The surge led to a methodical approach towards the practices of recruitment, the use of teamwork and group problem-solving, egalitarian work structures, a commitment to training, and performance and reward systems (Jamali and Afiouni, 2012: 35). The second transformation was as a result of pressures due to competitive global environment (Anthony, Perrewe, et al., 1996; Anthony, Kacmar, et al., 2002). In the context of increased mergers and acquisitions leading to corporate restructuring as well as prominence towards a services based industries, the need for organizational agility and efficiency has been heightened (Conner and Ulrich, 1996; Amit and Belcourt, 1999; Pilbeam and Corbridge, 2006). The idea that efficient use of human resources is related to a firm s performance, and in turn on the overall success of the organization, garnered much attention leading to the field of what is now known as SHRM (Boxall and Purcell, 2011). The nature of the interaction between HRM and performance, and particularly the search for conclusive evidence of the decisive positive impact of the former on the latter, is for much the whole subject area s Holy Grail (Boselie, Dietz, et al., 2005: 67). Figure 1 points the distinctions at both the sides of the field, demonstrating the evolution into SHRM. On the left-hand side we see a more operationally or administratively reactive personnel management function looking at day-to-day activities such as payroll; this contrasts with a more strategically proactive function on the right-hand side, which is generally concerned with implementing strategies in line with business mission and values, that create a competitive advantage. Figure 1: Evolution from personnel management to strategic human resource management (SHRM) Source: Adapted from Brockbank, 1999; Pilbeam and Corbridge, 2006; Jamali and Afiouni, 2012)

9 E005 / Title of this Strategic Course is HR Written Management in Gray 43 Bibliography Allen, M. R. & Wright, P. (2007). Strategic Management and HRM. In Boxall P. Purcell, J. & Wright, P. (eds.), The Oxford Handbook of Human Resource Management. New York: Oxford University Press. Amit, R. and Belcourt, M. (1999) Human resources management processes: A value-creating source of competitive advantage. European Management Journal, 17(2): Anthony, W.P., Perrewe, P.L., and Kacmar, K.M. (1996) Strategic Human Resource Management. Fort Worth, TX: Dryden Press. Anthony, W.P, Kacmar, K.M., and Perrewe, P.L. (2002) Human Resource Management: A Strategic Approach (4th ed). Cincinnati, OH: Southwestern. Appelbaum, E., Bailey, T., Berg, P., and Kalleberg, A.L. (2000) Manufacturing advantage: Why high-performance work systems pay off. Economic Policy Institute: Cornell University Press Armstrong, M. (2006) A Handbook of Personnel Management Practice. London: Kogan Page. Armstrong, M. and Long, P. (1994) The Reality of Strategic HRM. London: Institute of Personnel Development. Barney, J. (1991) Firm resources and sustained competitive advantage, Journal, 17: Becker, B.E. and Huselid, M.A. (2006) Strategic human resource management: Where do we go from here? Journal, 32: Becker, B.E., Huselid, M.A., Pickus, P.S., and Spratt, M.F. (1997) HR as a source of shareholder value: Research and recommendations. Human Resource Management, 36(1): Bies, R.J. and Tripp, T.M. (1995) Beyond distrust: Getting even and the need for revenue. In Kramer, R.M. and Tyler, T. (eds), Trust in Organizations, Newbury Park, CA: SAGE.

10 44 Human Journalistic Resources Working Techniques Boselie, P., Dietz, G., and Boon, C. (2005) Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3): Boselie, P., Paauwe, J., and Jansen, P. (2001) Human resource management and performance: Lessons from the Netherlands. International Journal of Human Resource Management, 12: Bowen, D.E. and Ostroff, C. (2004) Understanding HRM-firm performance linkages: The role of the strength of the HRM system. Academy Review, 29(2): Boxall, L. and Purcell, J. (2003) Strategy and Human Resource Management. London: Palgrave. Boxall, P. and Purcell, J. (2011) Strategy and Human Resource Management, 3rd edition. Basingstoke: Palgrave Macmillan Bramham, J. (1975) Practical Manpower Planning. London: Institute of Personnel Management. Bramham, J. (1989) Human Resource Planning. London: Institute of Personnel and Development. Brockbank, W. (1999) If HR were really strategically proactive: Present and future directions in HR s contribution to competitive advantage. Human Resource Management, 38(4): Budhwar, P. and Sparrow, P.R. (2002) An integrative framework for determining cross-national human resource management practices. Human Resource Management Review. 12: Caldwell, R. (2003) Change leaders and change managers: different or complementary? Leadership & Organization Development Journal, 24(5), Cavanaugh, M.A. and Noe, R.A. (1999) Antecedents and consequences of relational components of the new psychological contract. Journal of Organizational Behavior, 20: CIPD (2011) Sustainable Organization Performance: What Really Makes the Difference? London: Chartered Institute of Personnel and Development.

11 E005 / Title of this Strategic Course is HR Written Management in Gray 45 CIPD (2012) Workforce Planning Fact Sheet. London: Chartered Institute of Personnel and Development. Colbert B. A., (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 29: Conner, J. and Ulrich, D. (1996) Human resource roles: Creating value, not rhetoric. Human Resource Planning, 19(3): Conway, N. and Briner, R.B. (2005) Understanding Psychological Contracts at Work. Oxford: Oxford University Press. Coyle-Shapiro, J. A-M. (2002) A psychological contract perspective on organizational citizenship behavior. Journal of Organizational Behavior, 23: Coyle-Shapiro, J.A-M. and Kessler, I. (2000) Consequences of the psychological contract for the employment relationship: A large-scale survey. Journal Studies, 37(7): Coyle-Shapiro, J. A-M. and Kessler, I. (2003) The employment relationship in the UK public sector: A psychological contract perspective. Journal of Public Administration Research and Theory, 13(2): Crawshaw, J. and Hatch, A. (2014) Introduction: Context and Challenges for HRM, in Crawshaw, J., Budhwar, P., and Davis, A. (eds) Human Resource Management Strategic and International Perspectives. London: SAGE, pp Delery, J.E. (1998) Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8(3): Delery, J. and Doty, D.H. (1996) Modes of theorizing in strategic human resource management: Test of universalistic, contingency and configurational performance predictions. Academy Journal, 39(4): Delery, J.E. & Shaw, J.D. (2001). The strategic management of people in work organizations: Review, synthesis and extension. In: G.R. Ferris (Ed.), Research in Personnel and 69 Human Resources Management (Vol. 20, pp ).new York: JAI Press.

12 46 Human Journalistic Resources Working Techniques Deloitte (2011) Workforce analytics: Up the ante. Human Capital Trends 2011: Revolution/Evolution. Available at Dcom-Sweden/Local%20Assets/Documents/HumanCapitalTrends2011_ us_consulting_.pdf (accessed February 14, 2015). Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive Advantage. Management Science, 35: Doty, D.H., Glick, W.H., and Huber, G.P. (1993) Fit, equifinality and organizational effectiveness: A test of two configurational theories. Academy of Management Journal, 36(6): Dunn, J. (2006) Strategic human resources and strategic organization development: An alliance for the future? Organizational Development Journal, 24(4): Eco Canada. (2009) HR Best Practices Report. Available at: ca/pdf/eco_hr_bestpractices_report.pdf (accessed on October 22, 2014). Edwards, P. and Wright, M. (2001) High-involvement work systems and performance outcomes: The strength of variable, contingent and context-bound relationships. International Journal of Human Resource Management, 12(4): Gerhart, B. (2005) Human resources and business performance: Findings, unanswered questions, and an alternative approach. Management Revue, 16: Gerhart, B. (2007) Modeling HRM and performance linkages. In Boxall, P., Purcell, J., and Wright, P. (eds) The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press. Gerhart, B., Wright, P., McMahan, G., and Scott, S. (2000) Measurement error in research on human resources and firm performance: How much error is there and does it influence effect size estimate? Personnel Psychology, 53: Godard, J. (2004) A critical assessment of the high performance paradigm. British Journal of Industrial Relations, 42: Goldner, A. W. (1960). The norm of reciprocity. American Sociological Review, 25:

13 E005 / Title of this Strategic Course is HR Written Management in Gray 47 Gomez-Mejia, L.R. and Balkin, D.B. (1992) Compensation, Organizational Strategy and Firm Performance. Cincinnati, OH: Southwestern. Gomez-Mejia, L.R., Balkin, D.B., and Cardy, R.L. (2004) Managing Human Resources (4th edn). Upper Saddle River, NJ: Pearson Education. Grimmer, M. & Oddy, M. (2007). Violation of the psychological contract: The mediating effect of relational versus transactional beliefs. Australian Journal. 31(1), Guest, D.E. (1987) Human resource management and industrial relations. Journal Studies, 24(5): Guest, D.E. (1997) Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management, 8(3): Guest, D.E. (2011) Human resource management and performance: Still searching for some answers. Human Resource Management Journal, 21(1): Guest, D.E., Conway, N., Briner, R., and Dickman, M. (1996) The State of the Psychological Contract in Employment. London: Chartered Institute of Personnel and Development. Guest, D. E. & Conway, N. (2002). Communicating the psychological contract: An employer perspective, Human Resource Management Journal, 12(2), HaysGroup. (2014) Strategic Workforce Planning: Tomorrow s Workforce, Delivering Strategy through People. Available at: com/downloads/uk/strategic_workforce_planning.pdf on (accessed on October 24, Hitt, M. A., Bierman, L., Shimizu K., & Kochhar R., (2001). Direct and moderating effects of Human capital on strategy and performance in professional firms: a resource- based perspective. Academy Journal, 44: Huselid, M.A. (1993) The impact of environmental volatility on human resource planning and strategic human resource management. Human Resource Planning, 16(3):

14 48 Human Journalistic Resources Working Techniques Huselid, M.A. (1995) The impact of human resource management practices on turnover productivity and corporate financial performance. Academy of Management Journal, 38(3): Huselid, M.A. and Becker, B.E. (1996) Methodological issues in cross-sectional and panel estimates of the human resource firm performance link. Industrial Relations, 35(3): Ichniowski, C., Shaw, K., and Prennushi, G. (1997) The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 87: ILO (2006) The Employment Relationship. Geneva: International Labour Office. Jamali, D. and Afiouni, F. (2012) A critical perspective on strategic human resource management, in Kramar, R. and Syed, J. (eds) Human Resource Management in a Global Context: A Critical Approach. London: Palgrave Macmillan, pp Jong de, J., Schalk, R., and Cuyper de, N. (2009) Balanced versus unbalanced psychological contracts in temporary and permanent employment: Associations with employee attitudes. Management and Organization Review, 5(3): Katou, A.A. (2012) Perceived HRM system, justice, trust, and employee Reactions: An empirical examination. Management Research Review. Katou, A.A. and Budhwar, P.S. (2006) Human resource management systems and organizational performance: A test of a mediating model in the Greek manufacturing context. International Journal of Human Resource Management, 17(7): Katou, A.A. and Budhwar, P.S. (2010) Testing competing HRM-performance linkage models: Evidence from the Greek manufacturing sector. European Journal of International Management, 4(5): Katou, A.A. and Budhwar, P.S. (2014) HRM and Firm Performance, in Crawshaw, J., Budhwar, P., and Davis, A. (eds) Human Resource Management Strategic and International Perspectives. London: SAGE, pp

15 E005 / Title of this Strategic Course is HR Written Management in Gray 49 Keenoy, T. (1990) HRM: Rhetoric, reality, and contradiction. International Journal of Human Resource Management, 23(1): Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., and Swart, J. (2005) Satisfaction with HR practices and commitment to the organization: Why one size does not fit all. Human Resource Management Journal, 15(4): Lemire, L. and Rouillard, C. (2005) An empirical exploration of the psychological contract violation and individual behavior. Journal of Managerial Psychology, 20: Lepak, D. P. Liao H., Chung Y. & Harden E (2006). A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research. In Personnel and Human Resource Management, 25: Lester, S.W., Claire, E., & Kickul, J. (2001) Psychological contracts in 21st century: what employees value most and how well organizations are responding to these expectations. Human Resource Planning, 24(1), Mahoney, T. and Deckop, J. (1986) Evolution of concept and practice in personnel administration/human resource management. Journal, 12(2): MacDuffie, J.P. (1995) Human resource bundles and manufacturing performance: Flexible production systems in the world auto industry. Industrial Relations and Labour Review, 48: Marchington, M., Wilkinson, A., Ackers, P. and Dundon, T (2001) Management Choice and Employee Voice, CIPD Report, September. McDonald, D.J. and Makin, P.J. (2000) The psychological contract, organizational commitment and job satisfaction of temporary staff. Leadership and Organization Development Journal, 21(2): McKinsey and Co. (2012) The State of Human Capital A report by McKinsey and Company and the Conference Board. Nelson, L. & Tonks, G. (2007). Violations of the psychological contract: Experiences of a group of casual workers, Research and Practice in Human Resource Management, 15(1),

16 50 Human Journalistic Resources Working Techniques Organ, D.W. (1988) Organizational Citizenship Behavior: The Good Solider Syndrome. Lexington, MA: Lexington Books. Paauwe, J. (2004) HRM and Performance: Achieving Long Term Viability. Oxford: Oxford University Press. Paauwe, J. (2009) HRM and performance: Achievements, methodological issues and prospects. Journal Studies, 46: Pate, J, Martin, G & McGoldrick, J. (2003), A study of the impact of psychological contract violation on employee attitudes and behaviour. Employee Relations, 25(6) pp Paul, A. K., Anantharaman, R. N., Impact of people management practices on organizational performance: analysis of a causal model, International Journal of Human Resource Management, 14 (7): Pfeffer, J. (1994) Competitive Advantage through People. Boston, MA: Harvard Business School Press. Pilbeam, S. and Corbridge, M. (2006) People Resourcing Contemporary HRM in Practice (3rd edn). London: Prentice Hall. Priem, R. L. & Butler, J. E. (2001a). Is the resource-based view a useful perspective for strategic management research? Academy Review, 26 (1): Priem, R. L & Butler, J. E. (2001b). Tautology in the resource-based view and the implications of externally determined resource value: Further comments. Academy Review, 26(1): Purcell, J. and Kinnie, N. (2007) Human resource management and business performance, in Boxall, P., Purcell, J., and Wright, P. (eds) The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press, pp Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B., and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD. Reedman, T. and Wilkinson, A. (2009) Contemporary Human Resource Management: Text and Cases (3rd edn). Harlow: Prentice Hall.

17 E005 / Title of this Strategic Course is HR Written Management in Gray 51 Reilly, P. (1996) Human Resource Planning: An Introduction. Institute for Employment Studies Report 312, Brighton, UK. Restubog, SLD., Hornsey, MJ. Bordia, P. and Esposo, SR. (2008). Effects of Psychological Contract Breach on Organizational Citizenship Behaviour: Insights from the Group Value Model. Journal Studies, 45: Richardson, R. and Thompson, M. (1999) The Impact of People Management Practices on Business Performance: A Literature Review. London: CIPD. Robinson, S.L. and Rousseau, D.M. (1994) Violating the psychological contract: Not the exception but the norm. Journal of Organizational Behavior, 15: Robinson, S.L., Kraatz, M.S., and Rousseau, D.M. (1994) Changing obligations and the psychological contract: A longitudinal study. Academy of Management Journal, 37(1): Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41: Robinson, S.L. & Morrison, E.W. (1995). Psychological contracts and OCB: the effect of unfulfilled obligations on civic behavior. Journal of Organizational Behavior, 16, Rousseau, D.M. (1990) New hire perceptions of their own and their employer s obligations: A study of psychological contracts, Journal of Organizational Behavior, 11: Rousseau, D.M. (1995) Psychological Contracts in Organizations Understanding the Written and Unwritten Agreements. London: SAGE. Rousseau, D.M. and Greller, M.M. (1994) Human resource practices: Administrative contract makers. Human Resource Management, 33: Rumelt, R. P. (1984). Toward a strategic theory of the firm. In R. Lamb (Ed.), Competitive Strategic Management: Englewood Cliffs, NJ: Prentice-Hall.

18 52 Human Journalistic Resources Working Techniques Rynes, S. L Recruitment, job choice, and post-hire consequences. In M. D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology (2nd. ed.): Palo Alto, CA: Consulting Psychologists Press. Schneider, B. and Konz, A.M. (1989) Strategic job analysis. Human Resource Management, 28(1): Schneider, B., Hanges, P.J., Smith, D.B., and Salvaggio, A.N. (2003) Which comes first: Employee attitudes or organizational financial and market performance? Journal of Applied Psychology, 88(5): Schuler, R.S. (1989) Strategic human resource management. Human Relations, 42(2): Schuler, R.S. (1992) Strategic human resource management: Linking people with the needs of the business. Organizational Dynamics, 21(1): Schuler, R.S. and Jackson, S.E. (1987a) Organizational strategy and organizational level as determinants of human resource management practices. Human Resource Planning, 10(3): Schuler, R.S. and Jackson, S.E. (1987b) Linking competitive strategies with human resource management practices. Academy Executive, 1(3): Schuler, R.S. and Jackson, S.E. (2007) Preface. In Strategic Human Resource Management (2nd edn). Malden, MA: Blackwell. Schultz, T W (1961) Investment in human capital, American Economic Review, 51: Scully, J. Turner, P., and Gregson, M. (2014) Workforce Intelligence Planning, in Crawshaw, J., Budhwar, P., and Davis, A. (eds) Human Resource Management Strategic and International Perspectives. London: SAGE, pp Sheehan, C. (2012) Human Resources Planning, in Kramar, R. and Syed, J. (eds) Human Resource Management in a Global Context: A Critical Approach. London: Palgrave Macmillan, pp

19 E005 / Title of this Strategic Course is HR Written Management in Gray 53 SHL. (2014) An Example of Best Practice HR Strategy: BIG Lottery Fund. Available at: (accessed on October 25, 2014). Sinclair, A. (2004) Workforce Planning: A Literature Review. Institute for Employment Studies, Brighton, UK. Stevens, J. (1998) High-Performance Working is for Everyone. London: CIPD. Stewart, G.L. and Carson, K.P. (1997) Moving beyond the mechanistic model: An alternative approach to staffing for contemporary organizations. Human Resource Management Review, 7(2): Storey, J. (1995) (ed.) Human resource management: Still marching on, or marching out? Human Resource Management: A Critical Text. London: Routledge. Storey, J. (1989) (ed.) Introduction: From personnel management to human resource management. New Perspectives on Human Resource Management. London: Routledge. Sturges, J., Conway, N., Guest, D., and Liefooghe, A. (2005) Managing the career deal: The psychological contract as a framework for understanding career management, organizational commitment and work behavior. Journal of Organizational Behavior, 26(7): Suazo, M.M., Martinez, P.G., and Sandoval, R. (2009) Creating psychological and legal contracts through human resource practices: A signaling theory perspective. Human Resource Management Review, 19: Sutton, G. and Griffin, M. (2004) Integrating expectations, experiences and psychological contract violations: A longitudinal study of new professionals. Journal of Occupational and Organizational Psychology, 77: Teece D. J., Pisano G. & Shuen A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18: Thompson, Jr., A.A. and Strickland, A.J. (1984) Strategic Management: Concepts and Cases. Plano, TX: Business Publications, Inc. Truss C, Mankin D, Kelliher C (2012), Strategic Human Resource Management, Oxford: Oxford University Press.

20 54 Human Journalistic Resources Working Techniques Turner, P. (2002) HR Forecasting and Planning. London: Chartered Institute of Personnel and Development. Ulrich, D. (1997) Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston, MA: Harvard Business School Press. Ulrich, D. and Beatty, D. (2001) From partners to players: Extending the HR playing field. Human Resource Management, 40: 4, Ulrich, D. and Brockbank, W. (2005) The HR Value Proposition. Boston, MA: Harvard University Press. Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5: Wood, S. (1996) High commitment management and organization in the UK. The International Journal of Human Resource Management, February: Wood, S. (1999) Human resource management and performance. International Journal Reviews, 1(4): Wright, P.M. and Boswell, W. (2002) Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal, 28: Wright, P.M. and Gardner, T.M. (2003) The human resource-firm performance relationship: Methodological and theoretical challenges. In Holman, D., Wall, T.D., Clegg, C.W., Sparrow, P. and Howard, A. (eds), The New Workplace: A Guide to the Human Impact of Modern Working Practices. London: John Willey & Sons. Wright, P.M. and Nishii, L.H. (2007) Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis (CAHRS Working Paper 07-03). Ithaca, NY: Cornell University. Wright, P.M. and Snell, S.A. (1989) Towards an integrative view of strategic human resource management. Human Resource Management Review, 1(3):

21 E005 / Title of this Strategic Course is HR Written Management in Gray 55 Wright, P.M., McMahan, G.C., and McWilliams, A. (1994) Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5: Wright, P.M., Gardner, T.M., Moynihan, L.M. and Allen, M.R. (2005) The HR performance relationship: Examining causal direction. Personnel Psychology, 58: Wright, P.M., McMahan, G., Snell, S., and Gerhart, B. (2001) Comparing line and HR executives perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40(2): Wright, P.M., Gardner, T.M., Moynihan, L.M., Park, H.J., Gerhart, B., and Delery, J.E. (2001) Measurement error in research on human resources and firm performance: Additional data and suggestions for future research. Personnel Psychology, 54:

22 56 Title Human of this Resources Chapter here in eight words About the author Dr. Charmi Patel is an assistant professor/lecturer in Human Resource Management within the Organisation Studies Group at the University of Edinburgh Business School in the United Kingdom. She holds an MSc in HRM and a PhD in work and organizational psychology from the Aston Business School at Aston University (Birmingham, UK). Her research interests include international and strategic HRM, counterproductive workplace behaviors and their effects on employee health and well-being, work-family interface, organizational justice, and the employee-organization relationship within cross-cultural contexts. Findings from her research have been published in refereed international journals such as Human Resource Management (Wiley, Financial Times 45), International Journal of Human Resource Management, Journal of World Business and European Journal of International Management.

23 Management MH010 Human Resources Strategic HR Management Charmi Patel