Human resource management and business strategy links: an empirical study

Over recent years there has been an increasing interest in the field of human resource management. Currently, the literature encourages the consideration of human resources as strategic factors, not only because they play important role in strategy implementation, also because they are beginning to be reckoned as sources of sustainable competitive advantage. Relationships between human resource management and strategy have been studied from different perspectives. This article focuses on one of them. It examines matches between human resource practices and types of business strategy. The question addressed is: do human resource management practices vary with business strategy? To answer this question, empirical research was developed. Using data collected from 200 Spanish companies, this paper demonstrates significant associations between some human resource practices and business strategy in companies. Reported results support some of the previously established relationships. Implications for future research are discussed.     

Linking individual performance to business strategy: The people process model

During the last five years, a team of researchers has worked with the senior human resource (HR) teams of seven large companies with United Kingdom operations. This research initiative has focused on a number of aims, one of which has been to understand and model how business strategies are translated through human resource strategies and people processes into individual and organizational performance. This article summarizes the key findings, provides a map of how this translation takes place in these companies, and discusses why some people processes are more strongly linked to business strategy. © 1999 John Wiley & Sons, Inc.     

In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

Microeconomic foundations of corporate strategy

This paper examines several approaches to corporate strategic planning in the context of their relationship to the microeconomic theory of the firm, and discusses the implications of that theory for corporate strategy in general. Specifically, three types of analytical tools are discussed: (1) analytical portfolio models; (2) business simulation models; and (3) optimization models. Examples of how the three types of tools are used in corporate decision-making are given, and certain limitations are cited. The limitations include, for example, the inability of some of the models to deal with interdependencies across business units in production resources or output demand. Finally, the paper examines the approach to strategic planning known as the ‘strategy matrix’, which explicitly allows for interdependices across business units. The use of the strategy matrix by a major petroleum company is discussed in some detail.     

浅析宁夏A建设咨询监理公司薪酬体系

薪酬管理是企业人力资源管理的核心内容,有效的薪酬管理机制能够吸引优秀人才,激发员工的工作积极性,合理控制人力成本,提升企业绩效。如何使薪酬制度体系与企业的经营战略协调发展,在确保企业人力资源供应充足、配备合理的前提下把人力资源成本控制在企业能够承受的范围之内,是企业人力资源管理者亟待解决的一项重要课题。本文通过对宁夏A建设咨询监理有限公司现行薪酬体系分析,指出该结构体系的优点与不足之处,并针对存在的问题提出了相应的改进建议。     

The impact of corporate strategy on the capital structure of Australian companies

Research into the capital structure of firms has been the subject of extensive empirical investigation but further progress may be constrained by the conventional paradigm underlying most of this work. This paper seeks to extend the debate by examining the endogenous influence of corporate strategy on financing decisions made by firms. While the theoretical specification of the possible relationship has to be developed further, various models were constructed and company data from Australia, an economy with some notoriety for fairly loose corporate debt management, was used to examine various hypothesized relationships. Our analysis suggests that corporate strategy influences capital structure, particularly for the most diversified firms, and that the emerging relationship is complex. Profit, cash flow, the rate of growth and the level of earnings risk are important additional internal influences on capital structure. The results are reasonably robust and indicate that this focus of enquiry has considerable potential for further resolution of the capital structure puzzle, as well as contributing to the debate on the impact of institutional shareholders on the corporate strategy of the firms in which they invest.     

战略视角的施工企业人力成本控制策略探讨

施工企业有效实施人力成本控制策略,要求从企业战略的视角出发,结合企业发展愿景,制订企业人力成本战略方针并将其落实到企业的施工经营全过程。论文认为,战略视角的施工企业人力成本控制策略对企业获得竞争优势具有主要的作用,这是企业在市场竞争中获得人力资源管理的比较优势,提升企业竞争力的重要保证。     

Concerns of the ceo

Interviews with 26 CEOs across a wide variety of industries reveals their concerns as well as agenda and behavior. The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns. These executives frequently ponder institutional and corporate strategy but very seldom business strategy and competitive markets. The plurality of the concerns deal with issues of management development and human resource management. Where the question is one of changing or redirecting the strategy of the firm, it is often put in the context of looking inside the firm at top managers and organization culture.     

基于价值链和BCG方法的人力资源管理策略研究

随着信息技术的发展,企业价值的评估模型逐渐改变,并由传统强调实体资产转变为看不见的无形资产。文章旨在分析人力资源管理实务的价值链如何创造企业的竞争优势与价值,并以价值链模型为主,探讨企业人力资源管理实务的价值活动,同时分别从专业才能观点(Competency-Based Approach)与波士顿顾问群的BCG策略定位模型,建立企业策略与核心人力资源需求的关联模型,并进一步整合上述3种模型观点,提出人力资源管理决策模型的架构,建立人力资源管理策略评估模型,提供管理者对于人力资源管理决策的参考架构。     

Breaking the mould? Innovation as a strategy for corporate renewal

In contrast to studies of HRM and innovation within hi-tech industries or greenfield sites, this paper uses longitudinal data to analyse the attempts of two mature corporations to shift from business strategies of 'cost reduction' and 'growth by acquisition' towards organizations that compete through innovation. The case studies describe how human resource management interventions and the structure of the HR function itself are used as change levers to support the shift in business strategies. By analysing the different organizational contexts, the paper identifies the complex microprocesses that either facilitate or constrain such organizational change. Its contribution lies in considering strategies concerned with innovation in both product and sales and marketing; in tracking these change processes over time using in depth case studies; and in considering innovation as a strategic trigger for corporate renewal.     

Inspiring employees' ecological behaviors: The roles of corporate environmental strategy,biospheric values,and eco-centric leadership

The consequences of environmental degradation have steered organizations to promote pro-ecological behaviors among their employees, and achieving this effectively is paramount for business and environmental sustainability. Applying a multilevel integrated approach, this study investigates the impact of corporate environmental strategy, biospheric values, and eco-centric leadership on employees' ecological behaviors. A self-administered questionnaire was used to collect data from 289 employees from a cross section of industries in Bangladesh. The findings reveal the significant influences of environmental strategy and biospheric values on employees' ecological behaviors as well as the moderating role of eco-centric leadership. The study also provides some significant insights for formulating environmental strategy and inspiring employees' ecological behaviors in organizational contexts. Theoretical and managerial implications as well as future research directions have also been provided.     

Dynamic change of corporate environmental strategy: rhetoric and reality

Although rhetoric involves political and symbolic posture, and does not always accurately represent reality, it plays an important role in the dynamic change process of environmental strategy. We first elaborate on the related concepts and develop frameworks to analyze corporate environmental strategy and its change. We report two case studies of Korean companies using the framework. Longitudinal case studies also provide additional implications for corporate environmental strategy in developing countries such as Korea. There is a gap between the rhetoric and reality of environmental strategy and it constantly changes over time depending on specific internal and external influences. The strength of external influences is a factor that determines whether the change is real or merely rhetorical. Internal organizational variables most likely affect the reality of environmental strategy. We show that the elaboration of rhetorical and realistic aspects of corporate environmentalism can bring out deeper insights and new theoretical developments. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment     

The globalization of Chinese telecom corporations: strategy,challenges and HR implications for the MNCs and host countries

This paper investigates the motives of internationalization of two leading Chinese multinational corporations, their entry strategy and strategic responses to overcome internationalization barriers. In particular, we explore the political strategy and the corresponding political behaviour these two firms adopt to facilitate their internationalization process. We also examine the business strategy and human resource strategy they deploy in their internationalization endeavour and what impacts these may have on host country development, including human capital development and employment creation.     

Executives’ Orientations as Indicators of Crisis Management Policies and Practices*

ABSTRACT The paper examines effects of executives’ orientations on crisis management awareness and practices, drawing on the simplicity and paradox management theories. It is suggested that a focus on single‐sided management constitutes an antecedent of crisis proneness. Employing a set of key corporate domains and based on a holistic organizational approach, the study aims at assessing the extent to which companies are crisis prone or prepared. In a sample of 82 Istaeli business and not‐for‐profit organizations it was found that human resource management, strategy, structure, and unlearning factors significantly predicted crisis preparedness. These results suggest that unlearning, despite a mere allusion to this correlate in the simplicity and paradox management theories, correlates better with crisis preparedness. By contrast, traditional strategy‐related and structural effects were marginally related to crisis management policies. Implications and suggestions for further research are proposed.     

Aligning strategic human resource management and person–environment fit

Strategic human resource management addresses the need to create vertical linkages of human resource management (HRM) attributes with corporate strategy as well as horizontal linkages that integrate practices among HRM functions. Most models commonly focus on either vertical or horizontal linkages. This paper utilizes three categories of person–environment fit to create both vertical and horizontal linkages. Based on a strategic contingency framework, it demonstrates how person–environment fit relates to organizational competencies that supports corporate strategy. Furthermore, it demonstrates how person–environment fit can be used to promote internal alignment of HRM practices. Implications of this approach to strategic human resource management are then discussed.     

Strengthening the weak link in strategic executive development: Integrating individual development and global business strategy

The global business environment of the 1990s provides both challenge and opportunity to human resource development to become an integral player in helping implement business strategy. The results of two best practice studies suggest that some leading firms such as 3M and Motorola are doing just that. At these companies current strategic business issues are the drivers of flexible and opportunistic executive development activities. Naturally occurring on-the-job experiences are consciously utilized in such a way that helping executives to develop becomes an integral part of conducting business. The implications of linking executive development to business strategy for practice and for future research are discussed. © 1995 by John Wiley & Sons, Inc.     

Defining the Activities and Effectiveness of the Human Resource Department: A Multiple Constituency Approach

Human resource strategy research has focused primarily on the effects of business objectives and other organizational contingencies on organizational-wide human resource systems and policies. Relatively little attention has been paid to the human resource function at the business implementation level. The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level. A research project involving three separate studies found support on the validity of the multiple constituency approach. Constituency perspectives differed in both the activities desired of the human resource department and criteria meaningful for evaluating its effectiveness. The largest discrepancy was between constituencies with a strategic focus and constituencies with an operational orientation. Implications of the research findings and of the multiple constituency approach for strategic human resource management research and practice are discussed.     

我国新经济背景下人力资源管理的变革与创新

在新经济时代的特殊背景下,创新成为未来管理的主旋律,而企业人力资源管理的创新成为管理创新的主题。本文对新经济的内涵和特征,新经济时代的企业所需人才的类型和素质进行论述,提出了在新经济时代的人力资源管理创新。     

The relationship between human resource management practices,business strategy and firm performance: evidence from steel industry in Taiwan

The primary objective of this study is to investigate the relationship between human resource management (HRM) practices, business strategy and firm performance. We examined the following HRM practices: training and development; teamwork; compensation/incentives; HR planning; performance appraisal; and employment security. We surveyed 236 managers working at steel firms in Taiwan to explore their perceptions on the impact of HRM practices and business strategy on firm performance. The results of this study are summarized as follows: (1) HRM practices will be positively related to firm performance; (2) there is a close linkage between HRM practices and business strategy; (3) business strategies will be positively related to firm performance; (4) integrating HRM practices with business strategies will be positively related to firm performance.     

The content of manufacturing strategy: An empirical study

While there has been an extensive literature written on manufacturing strategy since the 1960s, little empirical research has been done. This article reports on a study of manufacturing strategy in thirty-nine companies based on questionnaire responses received from manufacturing managers.The study indicates that things are not as bleak as the literature might suggest. About one-third of the companies appear to have a well-developed manufacturing strategy. In those cases where the manufacturing strategy exists it is consistent with the business strategy and internally consistent among mission, objectives, policies, and distinctive competence.The term “manufacturing strategy” is not well understood by the managers surveyed. When asked to state their manufacturing strategy, they gave statements about what manufacturing should be, what it should do, how it should do it, and why it should do it. Apparently, the terminology itself is confusing. Frameworks for stating both business strategies and the elements of manufacturing strategy need to be strengthened and some specific suggestions are given in the article for doing so.Even though two-thirds of the companies did not have well-developed manufacturing strategies, 80% of the managers felt that manufacturing had lent competitive strength to the business. This was being done through the development of a distinctive competence in manufacturing that provided competitive advantage.Manufacturing strategies seemed to follow from business strategy. This is contrary to the literature, which indicates that manufacturing strategy is missing, or, at the very least inconsistent with business strategy and marketing strategy. Perhaps a stronger relationship exists than was previously thought. This article provides some evidence for establishing this premise and also provides data on the general status of strategy in manufacturing today.