An evidence-based review of e-HRM and strategic human resource management

One stated purpose of electronic human resource management (e-HRM) is to make the HRM function more strategic. The goal of this paper is to examine the research on e-HRM to provide evidence-based guidance to researchers and practitioners on the relationship between e-HRM and strategic HRM. We review 40 studies published from 1999 to 2011 using integrative synthesis as our evidence-based methodology. Results reveal that theoretical and empirical research in this area is still at an early stage. We find no empirical evidence showing that e-HRM predicts strategic outcomes. There is evidence suggesting that strategic HRM predicts e-HRM outcomes and that the relationship appears context dependent, however, research designs are not sufficient to establish causal direction. Our review highlights the need for more empirical studies on e-HRM and strategic HRM outcomes at a macro level.     

How strategic considerations influence decision making on e-HRM applications

Although numerous studies indicate that the added value of human resource management is strongest when HRM decisions are linked to the organizational strategy, practical knowledge about how strategic considerations influence decision-making processes relating to e-HRM is limited. Therefore, the purpose of this study is (1) to examine in three case studies how strategic considerations influence the decision-making process around the introduction of e-HRM applications, (2) to present propositions for further research, and (3) to offer recommendations on how to better include strategic considerations in the decision-making process. Three in-depth case studies of companies' e-HRM implementation were performed using a model on e-HRM strategy formulation (Marler, 2009). The case studies reveal that when specific business drivers are absent from the decision-making process, the main role of e-HRM becomes to provide an infrastructure with a focus on preventing dissatisfaction. In order for e-HRM to be used in a more strategic way, business and HRM should be aligned.Based on the findings, we offer research propositions for academics studying this emerging field of the interconnections between strategy, human resource management and IT systems. In addition, we offer recommendations for HR practitioners on how to optimize the match between business and HRM.     

e-HRM: A meta-analysis of the antecedents,consequences, and cross-national moderators

Using information technology, a growing number of companies have adopted a digital approach to human resource management (i.e., e-HRM). This meta-analytic review systematically integrates research on the antecedents, consequences, and moderators of e-HRM. Our results show that system usefulness, organizational resources, users' knowledge, and social influence could facilitate the adoption of e-HRM; in addition to the technology, organization, and people factors, the social factor can also predict e-HRM adoption and has incremental validity in predicting e-HRM adoption after controlling for the other three factors. Further, the findings indicate that e-HRM positively relates to the overall organizational performance as well as three specific organizational performance categories and that the predictive power of e-HRM for organizations' operational performance is significantly higher than that for their relational performance and transformational performance. Furthermore, the findings also show that the positive link between e-HRM and organizational performance is stronger in countries with higher ICT development levels and countries with lower human capital quality. The theoretical and practical implications for future research and e-HRM practitioners are discussed.     

The strategic value of e-HRM: results from an exploratory study in a governmental organization

This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.     

Mentoring dual-career expatriates: a sense-making and sense-giving social support process

The crucial role of adoption of innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature. However, few such studies have been undertaken in a liberalizing country scenario such as that of India. This article attempts to understand the adoption of innovative strategic human resource practices (SHRM) practices in the Indian context. It identifies, analyses and tries to underline the drivers of adoption of innovative strategic human resource SHRM practices in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy. Although the liberalization process started in 1991, the effect of the process took a decade for Indian organization to respond to such a structural adjustment. Drawing from SHRM literature, this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalizability, applicability, acceptability and diffusion of practices are discussed.     

Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research

The main objective of the present research is to briefly review the strategic human resource management (HRM) literature from multilevel theoretical perspectives to summarize what we know about mediating mechanisms in the HR–performance relationship. By doing so, we highlight future research needs to advance theoretical understanding of the ‘black box’ in strategic HRM research. Furthermore, by offering additional theoretical perspectives that can be used to understand the mediating mechanisms at different levels, we suggest future research directions that capture the complexities associated with strategic HRM through a multilevel theoretical lens. Implications of the model are discussed.     

Managing diversity through human resource management: an international perspective and conceptual framework

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research.     

Strategic human resource management: integrating the universalistic,contingent, configurational and contextual perspectives

From its origins at the end of the 1970s, strategic human resource management has developed quickly. After its uncertain first steps, the number of models and explanations proposed grew exponentially, especially after some theoretical revisions presented in the 1990s. The present explosion of literature requires a systematic revision of the state of the art in this field of research. This is the objective of this paper, which classifies the literature theoretically into four generic perspectives. The principal conclusion derived from this analysis is that, despite the differences among the universalistic, contingent, configurational and contextual approaches, it is possible to make their contributions compatible balancing their limitations. Finally, to illustrate this, we present an integrative exploratory model representing our actual understanding of the complex phenomenon of strategic human resource management.     

To invest or not to invest: strategic decision making toward investing in training and development in Korean manufacturing firms

This study draws on the literature on strategic choice theory and training and development (T&D) to explore the theoretical mechanisms that explain the strategic decisions of top management, thereby leading to the T&D investment of firms. The current theoretical framework was examined using cross-lagged data collected from 163 Korean manufacturing companies at three time points over a five-year period. Results confirmed that firm performance and environmental change exert significant effects on top management strategic orientation toward T&D, which in turn, lead to financial resource allocation to T&D. The analysis also demonstrated that the effect of top management strategic orientation toward T&D on actual financial investment in T&D is stronger when the current level of human capital is high but not when it is low. This study provides meaningful practical and theoretical insights into the firm-level strategic decisions on T&D investment in organizations.     

Managing human resource for competitive advantage: a study of companies in Singapore

We see two major streams of research in the strategic human resource management literature: (1) the link between strategy and human resource (HR) practices and (2) the link between HR practices and firm performance. There is a plethora of theoretical perspectives on the first link. Unfortunately, there is not much empirical work. The second link has seen a spate of empirical studies. However, most of them embrace the universal perspective and the role of strategy as a contingency has not been adequately addressed. This could potentially result in the underestimation of the impact of HR practices on organizational performance. This study addressed the above two weaknesses in previous research in the strategic HR management field. Using a sample of about 200 of the largest companies representing all major industries in Singapore, we found that organizational strategy affects HR practices. Moreover, findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main effect of HR. Implications of the findings are discussed.     

Strategic human resource management and supply chain orientation

Most SHRM research has concentrated on single, focal organizations and on activities taking place within the firm. The purpose of this article is to lay a foundation for studying SHRM in the supply chain. We present a framework which identifies factors that influence whether adopting a supply chain orientation (SCO) is effective, and articulates the contingencies that shape SHRM practices needed to achieve and capitalize on SCO. We make several contributions to the strategic human resource management and supply chain literatures. First, we highlight this neglected area of research. Second, we expand the boundary conditions of strategic human resource management and HR systems from a primarily single firm, intra-organizational focus to one which includes both intra- and inter-organizational relationships. Third, we provide a framework for understanding the links between HR systems, SCO, and strategic outcomes. Fourth, we build upon previous theorizing in strategic human resource management and provide a framework for research in the supply chain context. And finally, we offer propositions for future research, along with a decision making model which has implications for both research and management practice.     

Gender equality and comparative HRM: A 40-year review

Guided by comparative human resource management (HRM) research, we review and critically assess the literature on gender equality in work settings. To this end, we consider quantitative articles published between 1980 and 2021. We apply a multi-level and multi-dimensional framework focused on three gender equality perspectives (i.e., Hofstede, GLOBE, and socioeconomic) and the HRM chain (e.g., policies and practices) as well as individual and organizational outcomes. Consistent with previous literature in the field of comparative HRM, we find that the three gender equality perspectives explain significant differences in the HRM chain as well as in both individual-level and organizational-level outcomes. Extending comparative HRM literature, we find that the three gender equality perspectives influence our research community differently, show similarities and differences in outcomes, associate with different effects (i.e., enabling and enhancing), and differ in the direction of such effects. Our study contributes to evidence-based policy and practice in organizations that align their HR strategies to the United Nations Sustainable Development Goal 5 (Gender Equality).     

Soft and Hard Models of Human Resource Management: A Reappraisal

Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Eight in-depth case-studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by the companies frequently embraces the tenets of the soft, commitment model, while the reality experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.     

HRM configurations in Korean venture firms: resource availability,institutional force and strategic choice perspectives

To examine various human resource management (HRM) configurations and their explanatory variables, we generated several hypotheses and tested them with data collected from Korean venture firms. For these purposes, we first suggested two ideal types of HRM configuration: a control-based human resource system (CBHRS) and a high-performing human resource system (HPHRS). Depending on contextual variables, firms are expected to make a choice between the two or among their variants. To generate hypotheses, we employed three theoretical perspectives: resource availability, institutional force, and strategic choice. To test the hypotheses, we collected data from 464 venture firms in Korea. From the data, we derived five different HRM configurations: Cost-minimizing type; Paternalistic type; Inducement type; Investment type; and Transitional type. Both the Cost-minimizing type and the Paternalistic type are classified as part of the CBHRS, the Inducement type and the Investment type are considered to be part of the HPHRS, and the Transitional type is taken to be mixed. We found that all three theoretical perspectives partly explained the selection of HRM configurations. Some related issues are raised and discussed in the final section.     

An integrative framework of strategic international human resource management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick and Bennett, 1978; Dowling, 1986; Dowling and Schuler, 1990; Evans, 1986; Evans, 1989; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described. Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHRM. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.     

Leveraging HRM to enrich competitive intelligence

This exploratory investigation into the intersection of competitive intelligence (CI) and human resource management (HRM) begins by reviewing the concept of competitive intelligence which includes the acquisition, analysis, and dissemination of information. To do so, relevant theoretical perspectives emanating from several disciplines (including strategy, law, and human resource management) are reviewed. Then, a number of human resource management solutions that address the four barriers to strategic information diagnosis identified by Boettcher and Welge (1994) are presented. The effects on research and practice of unifying HRM and CI are also discussed. © 1997 John Wiley & Sons, Inc.     

Is Strategic Human Resource Management Socially Responsible? The Case of Wegmans Food Markets, Inc.

In 2005, Wegmans Food Markets Inc., the family-owned supermarket chain, was awarded the number one spot on the Fortune “100 Best Companies To Work For.” Wegmans’ recognition illustrates an exemplary case of strategic human resource management embedded in an overall culture of social responsibility, amidst a highly competitive and low margin industry. We detail Wegmans’ human resource practices and its overall stakeholder orientation, arguing that the treatment of employees as strategic assets constitutes an effective approach to social responsibility. In other words, strategic human resource management can help organizations reconcile the often cited conflict between profits and principles. We therefore begin with an overview of the contemporary supermarket industry, provide a brief history of Wegmans, and showcase the supermarket chain’s human resource practices. In closing, we discuss Wegmans’ stakeholder orientation and comment on the divide between strategic human resource management and social responsibility research.     

STRATEGIC HUMAN RESOURCE MANAGEMENT WITHIN A RESOURCE-CAPABILITY VIEW OF THE FIRM*

This paper takes a critical look at the field of strategic human resource management and in particular the debate about the strategic value of the human resource. We identify the contribution as well as the problematic nature of the situational-contingency perspective. Drawing from the strategic management literature and the concept of resource heterogeneity, we then posit a resource-capability view of the firm and argue that the mutually reinforcing interaction between the stock of knowledge, skills and expertise (resources) and the organizational routines and human resource policies and practices (capabilities) generates human resource competencies whose strategic value is realizable to the extent that they are linked with core competencies. We thus offer a reconceptualization of human resource competencies which goes beyond existing trait, behavioural and systems approaches. Finally, we identify the circumstances surrounding the generation and distribution of rents arising from the utilization of human resource competencies by drawing from transaction cost theory and industrial relations.     

基于人力资源培训的竞争优势——中国企业集团人力资源培训的动因及实证分析

作为企业获取持续竞争优势的工具,人力资源管理在新经济时代面临着诸如经济全球化、社会知识化、信息网络化、人口城市化以及企业管理广泛变革等方面的挑战,从而使得战略性人力资源管理、全球化企业人力资源管理的趋势愈加明显,并引起了一些新的人力资源管理问题。我们清楚地看到:越来越多的企业重视人力资源管理,并开始全面提升企业的人力资源能力。本文通过问卷调查采集了31家企业集团的人力资源培训方面的数据,从人力资源培训政策、预算、培训时间、优先程度和培训原因、考核方法等方面分析了中国企业集团人力资源管理的现状。在此基础上,应用主因子分析方法对影响人力资源培训与开发的动因进行了研究,揭示了战略人力资源培训在中国企业集团成长中的作用和进一步发展的方向。