On the shoulders of giants: a meta-review of strategic human resource management

Abstract

Recent years have witnessed significant growth in the field of strategic HRM. This article summarizes the literature in this field by conducting a meta-review, a review of the reviews that have covered various topics of strategic HRM. In doing so, the authors highlight theoretical frameworks and empirical findings of studies in the field over the past three decades, identify methodological issues and challenges in the previous research, and discuss recent trends in the field of strategic HRM. The author concludes by suggesting some interesting and important directions for future work.     

How new venture initial public offerings benefit from international operations: a study of human resource value

When internationalization goes beyond simply having international sales to having international operations, organizations can benefit from diversity of ideas and knowledge. Our study focuses on a special class of companies called new venture firms. As younger organizations, they may be well equipped to embrace the unique benefits of international diversity. However, new ventures may not be equal in this regard; therefore, our study also explores the moderating effect of human resource value for these firms.     

Effects of strategic human resource management on strategic vision

It is pertinent for organizations that operate in a highly competitive environment to pursue a strategic vision. This study explores the effects of strategic human resource management (SHRM) on the implementation of a strategic vision. Other constructs of importance in the model include leadership, commitment and organizational structure. A total of 400 questionnaires were sent by mail to organizations of various industries and the total number of respondents was 104. Leadership was found to be significant in eight out of ten of the hypotheses, thereby indicating that the leadership of an organization plays an extremely important role in the achievement of a vision. Also, SHRM functions such that HR planning, recruitment and selection, rewards and compensation as well as training and development have significant effects in the achievement of different visions. For the vision of regional growth, leadership and organizational structure was found to be significant. Where market growth is pursued, leadership, reward system, commitment, training and staffing are significant. In the case of a strategic vision of mergers and ventures, only leadership was found to be significant. The only significant factor in the vision of low cost and productivity is planning. For a vision of customer focus and innovation, leadership and selection are the significant factors. Where innovation and product development are pursued, only planning is significant. For organizations that pursue cluster visions, the factors that are significant include leadership, commitment and selection.     

Correlates and consequences of high involvement work practices: the role of competitive strategy

Illustrative of world-wide trends, New Zealand has undergone drastic product and labour market reforms in an attempt to stimulate economic growth and national competitiveness. Towards this goal, firms have been urged to emphasize differentiation strategies in their approach to their markets and also to become more progressive in their management of human resources. This study finds that whereas more intensive use of high involvement work practices promotes firm effectiveness, this effect depends on the competitive strategy being pursued. The use of high involvement work practices is positively associated with performance in firms competing on the basis of differentiation and shows no relationship in firms pursuing a strategy of cost leadership.     

A clash of human resource management cultures: a micro-state case study

When resorting to Greek divine mythology to purchase original insights on management styles, Handy (1991) identifies Apollo and Dionysius as representative of two ideal types which can be developed and fine-tuned to highlight one relatively under-explored area of inter-cultural human resource management. This concerns the cultural interface between alien, imported management styles and local, home-grown practices in the context of small and island states. This paper argues that indigenous behaviour patterns in the unfolding of labour-management relations cannot be discounted. Indeed, these home-bred practices will both place imported 'textbook' management strategies in sharp relief as well as debilitate their purposed efficacy. Such a proposition suggests that this is one expression of how globalization will necessarily find itself textured and infected by indigenous cultural material, even that forthcoming from possibly the least expected quarter: that of micro, insular jurisdictions. Case-study material exploring and illustrating this cultural clash is drawn from seminal, empirical fieldwork carried out in the Indian Ocean island state Republic of the Seychelles.     

Strategic segmentation in front-line services: matching customers,employees and human resource systems

This paper examines variation in the use of high involvement work practices in service and sales operations. I argue that the relationship between the customer and front-line service provider is a central feature that distinguishes production-level service activities from manufacturing. In particular, through strategic segmentation, firms are able to segment customers by their demand characteristics and to match the complexity and potential revenue stream of the customer to the skills of employees and the human resource system that shapes the customer–employee interface. Unlike manufacturing, where high involvement systems have emerged in a wide variety of product markets, therefore, service organizations are likely to use high involvement systems only to serve higher value-added customers because of the high costs of these systems and the labour-intensive nature of services. Data from a nationally random sample of 354 call centres in US telecommunications documents this pattern: from classic mass production approaches for back office workers and increasingly for front office residential service agents, to greater involvement for small business service providers and high involvement practices for middle-market service agents.     

Human resource strategy: a process for managing the contribution of HRM to organizational performance

This paper describes human resource strategy as a management process, as part of emergent strategy formation. A framework is proposed to describe the different levels of analysis, societal, organisational and individual, which managers seek to integrate so that the meanings organisation members bring to their work are managed. The consequences of taking this approach as opposed to the rational view of HR strategy are outlined and the benefits of a processual, interpretationist perspective to the study of strategy for example by studying symbols and the processes of meaning construction are discussed.     

Beyond traditional paternalistic and developmental approaches to organizational change and human resource strategies

This paper assumes that a critical determinant of success in the repositioning of an organization's corporate and business strategies is the internal capability of the organization to implement change through an effective management process. To overcome entrenched interest groups, tender-minded, incremental approaches may be contrasted with the tough-minded strategic orientation of those who advocate radical change. The argument of this paper is that contingent rather than universalistic approaches are required. ‘Soft’ and ‘hard’ approaches are not irreconcilable but are rather parts of a broad set of contingent choices available to decision makers.     

Organizational context and human resource management strategy: a structural equation analysis of Hong Kong firms

Previous studies to explain why companies utilize particular human resource management (HRM) strategies have not adequately addressed the influence of contextual variables such as size, location, ownership, competitive pressure, technological change, age and growth. In this study, we investigate the extent to which these contextual variables are related to HRM strategy in seventy-six private-sector firms located in Hong Kong. Our analysis uses structural equations to examine the relationships among contextual variables and HRM strategy to develop and retain managers. The results show that contextual variables have both direct and indirect effects on an organization's HRM strategy. The indirect effects occur through the top management involvement of the HR function within an organization. Use of a human capital development HRM strategy reduces organizational uncertainty about having an adequate supply of managers to meet firm objectives. Contrary to our expectation, in Hong Kong firms, greater reliance on internal development and promotion tends to increase uncertainty and greater competition tends to reduce training investment. Both of these unanticipated relationships may reflect the high mobility of managers peculiar to the Hong Kong labour market.     

Economic marginalism and the microstate,the impact of donor conditionality requirements in international aid programmes on a SHRM training project in the Cook Islands

Donor conditionality involves the formal terms and commitments under which major international aid agencies, such as the World Bank and the IMF grant aid or arrange loans for developing countries. In doing so, said agencies have tended to emulate, as a matter of policy, private-sector market reforms based on the contemporary neoclassical model. As a consequence, donor conditionality tends to place formalized and regular stress on inflationary control, privatization of publicly owned equity and the deregulation of public-sector employment. In turn, the functional utility of strategic human resource management as a vehicle able to obtain major change-related outcomes has tended to give it an important role in the implementation process. This paper reports on events that took place in the Cook Islands, a central Pacific microstate, during a university-based training course for public service managers in which the government imposed on a virtual exercise the full weight of real decisionmaking process. It will attempt to place this action in a larger context by, first, critically examining the tendency for SHRM initiatives to be distorted - a situation that arises when the requirements of donor conditionality do not fit the economic, social and cultural conditions in which they are to be applied. It will conclude by reviewing some of the issues to be debated should the tendency to use a single model of reform be replaced by a more country-friendly programme of requirements.     

Staffing marketing positions during global hyper-competitiveness: a market-based perspective

As organizations globalize their operations, there appears to be an imperceptible shift in focus from internal tangible resources to those of external intangible relational resources; in other words, economies of scale appear to being replaced by economies of global scope. The strategic implications of this swing in the importance of resource bases can also have a significant impact on the international human resource management area. Identifying managers with local market knowledge and contacts becomes a critical consideration in the selection process. Maintaining on-going personal relations in foreign markets also helps to cement inter-organizational relationships such as strategic alliances. In the ‘think global, act local’ relational networks of global business, inpatriate managers appear to have the necessary characteristics of both organizational trust and local tacit knowledge to be effective global managers.     

A comparative analysis of certification in human resource management

This comparative analysis explores the certification process in three leading organizations in the USA, Canada and the UK. The findings show considerable similarity across countries concerning the major stakeholders and certification criteria. Conversely, they reveal major differences with respect to the basic assumptions underlying the programmes, the standards and qualifications, the programmes' complexity and the programmes' integration with the government, industry and academia. Dissimilarity also exists in the certification process. Hence, certification programme models for each organization are advanced to illustrate the process. Moreover, an overall strategic programme framework is developed for all the agencies collectively. Finally, suggestions for future research are provided.     

Introduction: human resource management in Africa

This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.     

A strategic human resource perspective of firm competitive behavior

Embedded within firms are unique stores of intangible human assets that likely influence the way firms compete. We argue that the human and social capital of a firm, particularly at the upper echelon and board of director (BOD) levels, contribute to the firm's awareness of the competitive environment and its motivation and ability to undertake numerous, complex, and forceful competitive actions. We also suggest that the firm's executive compensation systems moderate the effects of these intangible human assets on firm competitive behavior. By examining how human capital, intra-firm social capital, and executive compensation influence firm competitive behavior, we advance a strategic HRM perspective of firm competitive behavior and outline several implications for future research.     

The human resource barriers to managing quality in China

China has one of the fastest growing economies in the world. The challenge for the future is likely to be the extent to which Chinese operations can utilize modern management techniques to improve product and service quality. This paper explores some of the problems that were affecting the management of quality within two foreigninvested enterprises (FIEs) based in the Shenzhen region of China. The paper argues that the provision of new factories and machinery was not sufficient in itself to ensure the maintenance of quality standards. Quality management in the West has become synonymous with increased employee involvement and developing customer-orientated cultures (Rees, 1998). The success or otherwise of quality management initiatives therefore depends upon the co-operation and enthusiasm of employees (Wilkinson et al ., 1998; Oliver and Wilkinson, 1992). Quality management within the case companies was hampered by the prevailing work ethic and was hindered by inadequate human resource and management systems. The study highlighted poor standards of training, dissatisfaction over levels of remuneration, and poor communication within the case companies. The paper argues that the problems experienced by the companies were inextricably linked to aspects of China's historical development. This history has helped to engender employee attitudes and behaviours that are poorly understood. Models of quality management are needed which are sensitive to the Chinese operating context.     

Human resource management in Botswana: approaches to enhancing productivity in the public sector

Public-sector productivity is an issue that is now squarely on the agenda in the global arena. In recent times it has also emerged in the research and literature on human resource management and development as a significant aspect of the advocacy for re-engineering or re-inventing government, entrepreneurial government, quality management in the public sector, public sector efficiency and so on. This paper discusses and analyses productivity in the public sector in Botswana, the current approaches being employed to enhance it, and advocates, from a human resource management perspective, policy areas which can be beneficial for the sustainable enhancement of that productivity in the country.     

Variations in human resource management in Asian countries: MNC home-country and host-country effects

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.     

Ethnicity and human resource management practice in sub-Saharan Africa: the relevance of the managing diversity discourse

The paper explores issues of human resource diversity in the multi-ethnic societies of sub-Saharan Africa, arguing that ethnicity constitutes a primary dimension of diversity. The influence of ethnicity on employment relations in organizational life in this region is examined and whether the discourse of managing diversity could be applied to manage such diversity. The paper argues that, if the ethnic diversity found in African organizations is well managed, this could enhance organizational harmony and effectiveness. Further, if organizations in Africa deliberately embrace approaches of 'inclusion' rather than 'exclusion' in managing their human resource and appreciate the inherent employee 'difference', it could improve the image and effectiveness of organizations operating here. At the same time, there is a need to adapt such approaches to the cultural specificity of local contexts.     

Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.     

Complementarity or competition: the development of human resources in a South-East Asian Growth Triangle: Indonesia,Malaysia and Singapore

Globalization has led to the emergence and strengthening of regional and subregional economic co-operation as a means of promoting economic growth. In East Asia, a new kind of sub-regional economic zone known as a 'Growth Triangle' is gaining increasing popularity. This article explains the concept of the Growth Triangle and traces its proliferation in East Asia. It examines the conditions for the success of Growth Triangles and the policies pursued by the various participating governments. It then argues that effective human resource development (HRD) policies are essential for the participating governments to enjoy the benefits of the Growth Triangles. Arguably, the HRD policies within the Growth Triangle should be complementary rather than competitive. But using the 'Indonesia-Malaysia-Singapore' Growth Triangle (IMS-GT) as an example, this research asserts that in reality co-operation and complementarity in the HRD arena will give way to competition as the Triangle develops.