Certifying compensation and benefits management competencies

The American Compensation Association (ACA) has been certifying HR professionals since 1976. Its certification programs are based on a contemporary, evolving body of knowledge that reflects leading‐edge human resource competencies. Many people choose seminars to prepare for ACA exams. Taught by a cadre of nearly 400 practitioners, ACA's seminars are offered through hotel and conference centers, corporate in‐house programs, and, most recently, through the Academic Partnership Network (APN). The APN, established in 1997, serves as ACA's link to college and university teaching and research communities. © 1999 John Wiley & Sons, Inc.     

Editorial introduction: HRM and performance: confronting theory and reality

This editorial introduction has twin purposes. The first is to make a wide audience aware of the new Dutch HRM Network. The second is to introduce a set of papers which make a contribution to the connections between HR policies/strategies and organizational performance. These purposes are linked by the fact that the papers come from the inaugural conference of the Network that was held in the Rotterdam School of Economics at Erasmus University at the end of 1999.     

Trends in industrial relations and human resource policies and practices: Australian experiences

This article seeks to chart the main trends which have occurred in Australian industrial relations and human resource (IR/HR) policies and practices, at the macro-level, during the past decade. It also attempts to link changes at the macro-level with those at the micro-level, by drawing on case-study data from nine large organizations in both the private and public sectors. The framework for the case studies is derived from a broader international project initiated by Kochan et al.at MIT (see Kochan, 1991). A set of IR/HR practices were chosen to enable changes in employment relations to be studied in a systematic manner in various industries. Drawing upon these data, our research sought to analyse the dominant patterns in each of the core IR/HR areas, the degree of change which had occurred and the reasons for these changes. This also enabled alternative hypotheses to be tested, as outlined later in this article.     

An IR perspective on collective bargaining

In examining collective bargaining, industrial relations (IR) emphasizes a number of things of interest to HR scholars. First, IR adopts a different level of analysis from HR — that of the economy and the broader society — in contrast to HR's primary focus on the employing organization. Second, IR has an understanding of workplace conflict that emphasizes its collective and inherent nature, complementing HR's focus on managing individual conflict for the good of the organization. Finally, IR addresses the value of collective bargaining in promoting democracy and correcting “labor problems” arising from competitive markets, even in situations in which there is excellent personnel management.     

National Industrialisation Strategies and Their Influence On Patterns of Hr Practices

This article uses a framework developed by Kuruvilla (1995a) that hypothesised a very close link between industrialisation strategies of Southeast Asian nations and industrial relations systems. That framework is used here to argue that the industrialisation strategy adopted by nations also influences the development of firm level IR/HR practices. Using case studies of firms in the ‘import substitution industrialisation’(ISI) and ‘export oriented industrialisation’(EOI) sectors in Malaysia and the Philippines, the author finds that in both countries, the ISI sector is characterised by firm level IR/HR practices that are passive, pluralistic and paternalistic in nature, while the EOI sectors in both economies are characterised by IR/HR practices that can be termed aggressive, flexible, and dynamic in nature. In addition, given that Malaysia and the Philippines are currently at different stages of export oriented industrialisation, the cases demonstrate that workplace practices in the EOI sector in Malaysia are more dynamic and advanced than those of the Philippines. Thus, the article shows that the industrialisation strategies of nations create distinct patterns of industrial relations and human resource practices within the economy, controlling for other factors such as business strategies and the technological processes of firms that also cause such variation in IR/HR patterns.     

IR journal and conference literature from the 1960s to the 1990s: What can HR learn from it? Where is it headed?

The industrial relations (IR) literature has changed notably from the early 1960s until the late 1990s. Yet it has retained an externalist flavor — a sense that the key variables determining outcomes are often outside the control of firm-level actors. However, the kind of externalism found in the modern IR literature differs notably from that of the past. Externalism today is seen as labor market and personal variables — often in an econometric formulation — rather than grand social forces. Generally, the IR literature has moved toward sophisticated empiricism and toward a labor economics paradigm. To the extent that the older grand themes remain, they are more likely to be found in IR books rather than in academic journals. Human resource (HR) academics and practitioners can nonetheless benefit from the IR approach, even though the tyranny of tenure review has made journal articles in IR less readable. The IR literature emphasizes that labor–market forces, sometimes stemming from product and financial markets, matter to HR outcomes. And it regards conflict more as a source of information rather than just a cause of lost productivity.     

Are we properly training future HR/IR practitioners?: A review of the curricula

Researchers and practitioners have suggested that the agenda for HR/IR has changed. The present study identifies essential competencies for HR/IR practitioners, and evaluates whether college programs are adequately developing these competencies. The results suggest that overall programs are doing an adequate job, but could still be more progressive in competency development.     

IR and HR perspectives on workplace conflict: What can each learn from the other?

This paper presents an analysis of industrial relations (IR) and human resource (HR) perspectives on conflict in the employment relationship. While both perspectives recognize the existence of employment relationship conflict, IR's premises about such conflict are that it stems from an employer–employee power imbalance, is enduring, often requires institutional interventions in the forms of unionism and legislation to correct the power imbalance, and can be constructive even when the conflict is dealt with in adversarial, nonproblem-solving fashion. HR's premises about employment relationship conflict, by contrast, are that such conflict stems from poor management, can be partially reduced by organizational and workplace innovations that build an employer–employee unity of interests, can be still further reduced through cooperative, mutual gains-oriented problem-solving techniques, and, as a consequence of improved management, will fade from the employment scene. These premises are then examined in relation to case and empirical evidence on grievance procedures, employment discrimination, and employee involvement/participation programs. The analysis finds some support for, but also important limitations on, each of these key perspectives. Recommendations are offered to enable members of the IR and HR communities to incorporate into their respective domains key lessons from each other's dominant perspective on employment relationship conflict.     

Strategic human resource management at Lucent

This article describes the HR Management system in place at Lucent Technologies, Inc. Lucent's HR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (2) compensation and performance management that encourages employees to build a successful future with the firm, as well as to share in that success, and (3) building an operating style and culture that supports Lucent's mission and strategy. Key challenges for the future include (1) organizational renewal in a period of growth, (2) identifying and developing new HR competencies, (3) developing a unique HR structure to support the needs of HR at Bell Labs, and (4) effective labor relations in a rapidly changing industry. © 1999 John Wiley & Sons, Inc.     

Human resources and industrial relations: Commonalities and differences

A diversity of opinion exists about the definition, intellectual boundaries, and major premises of the fields of human resources management (HRM) and industrial relations (IR). To help provide a common frame of reference for discussion and debate on the symposium topic, I endeavor in this paper to flesh out a consensus position on these matters. The method used is largely historical. Based on a review of the origins and evolution of the two fields from the early 20th century to the present day, I show that human resources (HR) up to the early 1960s was typically considered to be a subfield of IR. In more recent years, however, HR has largely severed its links with IR and now is widely regarded as a separate, sometimes competing and sometimes complementary field of study. In the last part of the paper I use this historical analysis, together with a review of the literatures in the two fields and the findings and conclusions of the other papers in this symposium, to identity both the commonalities and differences that distinguish the two fields in terms of their approach to science building (research) and problem solving (policy/practice).     

The theory and practice of strategic HRM and participative management: Antecedents in early industrial relations

A diversity of opinion exists about the definition, intellectual boundaries, and major premises of the fields of human resources management (HRM) and industrial relations (IR). To help provide a common frame of reference for discussion and debate on the symposium topic, I endeavor in this paper to flesh out a consensus position on these matters. The method used is largely historical. Based on a review of the origins and evolution of the two fields from the early 20th century to the present day, I show that human resources (HR) up to the early 1960s was typically considered to be a subfield of IR. In more recent years, however, HR has largely severed its links with IR and now is widely regarded as a separate, sometimes competing and sometimes complementary field of study. In the last part of the paper I use this historical analysis, together with a review of the literatures in the two fields and the findings and conclusions of the other papers in this symposium, to identity both the commonalities and differences that distinguish the two fields in terms of their approach to science building (research) and problem solving (policy/practice).     

Strategic human resource management at Sears

This article describes the HR Management System in place at Sears. Key emphases of Sears' HR management infrastructure include: (1) formulating and communicating a corporate mission, vision, and goals, (2) employee education and development through the Sears University, (3) performance management and incentive compensation systems linked closely to the firm's strategy, (4) validated employee selection systems, and (5) delivering the "HR Basics” very competently. Key challenges for the future include: (1) maintaining momentum in the performance improvement process, (2) identifying barriers to success, and (3) clearly articulating HR's role in the change management process. © 1999 John Wiley & Sons, Inc.     

The impact of M&A experience on strategic HRM practices and organisational effectiveness: evidence from Greek firms

Experience with mergers and acquisitions makes companies develop practices that enable them to handle the process more effectively. This study examines the practices that successful companies, with acquisition experience, adopt when managing their personnel. We examine strategic Human Resource (HR) practices that differentiate top-performing from non-top performing companies, using the 1999 Cranet data. Increased HR involvement in strategic decisions, formalisation of HR practices, building organisational capability through training and development activities, line management devolvement and internal labour market opportunities are the main strategic HR practices adopted by successful companies.     

If HR were really strategically proactive: Present and future directions in HR's contribution to competitive advantage

Current business conditions mandate greater competitive advantage from HR agendas and processes. To add greater competitive advantage, HR must contribute strategic value against criteria from customer and capital markets. HR can add strategic value either reactively or proactively. In its strategically reactive mode, HR assumes the existence of a business strategy and adds value by linking HR practices to the business strategy and by managing change. In its strategically proactive mode, HR creates competitive advantage by creating cultures of creativity and innovation, by facilitating mergers and acquisitions, and by linking internal processes and structures with ongoing changes in the marketplace. This article defines and describes these specific practices through which HR can contribute to greater competitive advantage. © 1999 John Wiley & Sons, Inc.     

The changing requirements of the HR professional—Implications for the development of HR professionals

This article examines the new competencies that are required in today's human resources (HR) professionals and how one company has gone about the development of those competencies within its human resources community. In addition, the author looks at the role that universities, professional associations, and “best practice” companies play in enhancing the capabilities of the HR talent that will serve companies' growing HR needs. © 1999 John Wiley & Sons, Inc.     

Strategic human resource management at Herman Miller

This article describes the Human Resource Management system in place at Herman Miller, Inc. (HMI). HMI's HR strategy is comprised of three primary goals: (1) building employee capabilities, (2) building employee commitment, and (3) improving the professional capabilities of the HR function itself. Key emphases of HMI's HR management infrastructure include (1) employee competency identification and development, (2) building employee participation, (3) building business literacy, (4) creating a “corporate community” through strong values and a sense of “belonging”, (5) community responsibility and environmental protection, (6) competently delivering the HR “fundamentals”, and (7) developing innovative partnerships with suppliers. Key challenges for the future include (1) change management, (2) clarifying HR's strategic role throughout the firm, and (3) attracting and retaining a diverse workforce. © 1999 John Wiley & Sons, Inc.     

Strategic human resource management at Quantum

This article describes the HR Management system in place at Quantum. Key emphases of Quantum's HR management infrastructure include: (1) establishment and communication of the firm's mission, vision, and values; (2) team‐based product development and operations teams; (3) behaviorally based structured interview processes; (4) rigorous and comprehensive performance management and incentive compensation processes; (5) highly automated and efficient HR infrastructure “fundamentals”; and (6) well developed soft asset due diligence processes for integrating mergers and acquisitions. Key challenges for the future include (1) managing explosive growth in a global environment, (2) employee development, (3) managing joint ventures and acquisitions, (4) hiring and retaining talent, and (5) expanding competence in change management processes. © 1999 John Wiley & Sons, Inc.     

Evolution and current status of university HR programs

Current‐day university human resource educational programs had their beginnings in the late 1910s and early 1920s when textbooks and courses in personnel management first appeared, an event that occurred in tandem with the emergence of personnel management/industrial relations as a new functional area of business practice. Over the next eight decades, both the practice of HR management and the university programs that train people for it have evolved and grown in a number of important and interesting ways. This article provides a brief overview of this evolution in university HR education, summarizes the structure and curriculum of contemporary HR degree programs, and briefly describes the strengths and weaknesses of HR management as an intellectual subject area. © 1999 John Wiley & Sons, Inc.     

Overview: Strategic human resource management in five leading firms

This article synthesizes findings from five case studies conducted in firms known to be leaders in the management of people. We drew three broad conclusions:

• 1 The foundation of a value‐added HR function is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief;
• 2 A value‐added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers, and delivery of these services at the lowest possible cost; and
• 3 A value‐added HR function requires HR managers that understand the human capital implications of business problems and can access or modify the HR system to solve those problems.

© 1999 John Wiley & Sons, Inc.     

Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services,Roles, and Contributions

This study compares HR and line executives' evaluations of the effectiveness of the HR function in terms of its service delivery, roles, and contributions to the firm. Survey responses from 44 HR and 59 line executives from 14 companies indicated that (a) HR executives consistently rated the functions' effectiveness higher than did line executives, and (b) the greatest differences were observed on the more important and/or strategic aspects of HR. Implications for improving HR effectiveness are discussed. © 2001 John Wiley & Sons, Inc.