Beyond strategic human resource management: is sustainable human resource management the next approach?

Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the past 30 years. However, during the last decade, a new approach to HRM has evolved. This approach has been labelled sustainable human resource management (sustainable HRM). It is an approach that seeks to link HRM and sustainability. The term sustainability is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. This paper examines the major features of SHRM, some of the meanings given to sustainability and the relationship between sustainability and HRM. It then outlines the major characteristics of sustainable HRM. Although there are a diversity of views about sustainable HRM, this approach has a number of features which differentiate it from SHRM. It acknowledges organisational outcomes, which are broader than financial outcomes. All the writings emphasise the importance of human and social outcomes. In addition, it explicitly identifies the negative as well as the positive effects of HRM on a variety of stakeholders; it pays further attention to the processes associated with the implementation of HRM policies and acknowledges the tensions in reconciling competing organisational requirements. Such an approach takes an explicit moral position about the desired outcomes of organisational practices in the short term and the long term. Sustainable HRM can be understood in terms of a number of complimentary frameworks.     

Strategy rhetoric in city management: How the presumptions of classic strategic management live on?

This article focuses on the cultural and textual (re)production of the taken-for-granted assumptions of orthodox strategic management in city management practice. It is suggested that in order to make sense of the persistence of some of the classic difficulties of strategic management we need to study not only the strategy processes, but also the language practices of the dominant strategy models. By performing a detailed textual analysis of the rhetoric of one particular strategy document, the article shows how strong strategic leadership and hierarchical relationships persist. In addition the analysis illustrates how a paradox called `participation by command’ is produced by combining the classic top-down strategy rhetoric with the new strategy discourse focusing on empowerment, networks and cooperation.     

Developing a ‘European’ model of human resource management

The concept of human resource management (HRM) has been much debated in the literature. Space limitations preclude an examination of that debate here, but it is clear that the concept developed initially from work in the United States of America in the 1960s and 1970s and since then has been adopted increasingly in the academic literature, by consultancy services and in organizational terminology. The terminology spread from the USA firstly into the developed English speaking world and recently - and more partially - into Europe. Is the concept, as opposed to the terminology, applicable in Europe? This paper argues that the organizational autonomy on which the subject is propounded in the United States is not espoused in Europe. A range of subject areas in which organizations in Europe are supported/constrained by external factors are analysed, thus challenging the validity of the American model. This raises the need to consider different conceptual approaches to HRM: a new model of the concept which would encompass EuroHRM is proposed.     

Workplace mediation and the empowerment of disputants: rhetoric or reality?

There has been a growing interest in the field of employee relations in the use of mediation in seeking to resolve disputes in the workplace. Mediation is a model of dispute resolution, it is argued, that lends itself particularly well to situations where the parties have become entrenched in their positions. The study's timeliness is evident in the Government's recent strategic focus on workplace conflict, specifically its current initiative to pilot mediation networks within the small and medium enterprises sector. The research was carried out over a nine‐month period ending in March 2012. It is based on the views and experiences of 60 respondents from over 40 cross‐sectoral organisations in the North of England. Findings revealed that the main reasons for the disputes referred for mediation were relationship problems, poor communication and poorly perceived management style and practice. Significantly, differences in sector or occupation could also impact on whether cases went to mediation.     

Who needs MBAs in HR? USC's strategic human resource management MBA concentration

This article describes the MBA concentration in Strategic Human Resource Management offered by the Marshall School of Business at the University of Southern California. Very few MBA programs offer such a concentration. We discuss the genesis of USC's program, its rationale, and its components. Launched in 1996, the program's success derives in large part from its close industry links. © 1999 John Wiley & Sons, Inc.     

The intellectual structure of human resource management research: a bibliometric study of the international journal of human resource management, 2000–2012

The purpose of this study is to analyze the existing literature on human resource management (HRM) from all the research papers published in The International Journal of Human Resource Management between 2000 and 2012. The authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its ‘intellectual structure’. Social network analysis is also used to perform a visualization of this structure. The results of the analysis allow us to define the different research lines or fronts which shape the intellectual structure of research on HRM.     

Toward a non-organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing

The emergence of the temporary organization has ushered in a new logic of organizing accompanied by paradigm-shifting challenges with respect to how the evolving nature of work, workers, and collective effort are to be understood. To capture the complexity inherent in this new order, and to broaden our focus from the organization to the enfolding ecosystem within which temporary organizing must be situated and understood, we engage in problematization to develop a multi-level framework for theorizing the contemporary human resource management ecosystem. Curating insights from complexity science, we conceptualize this ecosystem as a complex adaptive one and we propose a framework that integrates key structural (open boundaries and relational constitution), emergent (contextual and complex causality), and temporal (dynamic and adaptive) properties. To deepen lines of inquiry around these defining elements, we advance a series of propositions for testing, and we outline a range of theoretical, methodological, and practical implications that arise from our work.     

The end of the 'iron rice-bowl': whither Chinese human resource management?

This study examines the degree to which enterprise reforms in the PRC have affected human resource management practices over the 1990s. A comparison is made between state-owned enterprises and joint venture firms, involving a national sample of sixty-two companies ranging from those in the North to those in the South. Our main findings show how organizational inertia has obstructed the change of the mind-sets associated with the 'iron rice-bowl' that characterized Chinese state-owned enterprises (SOEs) before economic reform. The main conclusions of the research point to ownership, location and size of the firm as the main factors affecting the evolution of HRM in Chinese enterprises.     

'Best practice' human resource management: perfect opportunity or dangerous illusion?

In recent years there has been a considerable degree of interest in the notion of 'best practice' HRM, inspired at least in part by the work of Jeffrey Pfeffer. Along with other contributions from the UK and the USA, this has resulted in assertions that a particular bundle of HR practices can increase profits irrespective of organizational, industrial, or national context. In this paper, we focus on the way in which HRM is characterized in these writings, querying whether the practices which are typically assumed and put forward as 'good' may not appear quite so beneficial to workers when analysed more systematically. It is suggested that there are a number of problems with the notion of 'best practice', both in relation to the meaning of specific practices, and their consistency with each other, and the claims that this version of HRM is universally applicable. The unitarist underpinnings of this literature are also exposed. This is not to argue that HR policies and practices do not influence organizational performance but, rather, that we cannot determine this from the current literature. The 'best practice' conclusions may be attractive but the jury is still out.     

‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research

We argue that inconclusive findings in the SHRM literature regarding the relationship between HRM systems and organizational performance may result primarily from methodological weaknesses and a failure of researchers to distinguish between HR practices intended by the organizations and those actually implemented. Rather than relying upon a single respondent per organization as is the norm, we contrast reports of both managers and non-managers from inside and outside HR departments to highlight differences between intended and implemented HRM. The findings, arrived at with the help of 195 interviews, 508 questionnaire responses and several company documents, support our expectation: implemented HRM may be substantially different from intended HRM; consistent implementation increases employee satisfaction with HRM, which is positively related to organizational performance. The current study thus highlights new factors that require attention in developing HR–performance analyses and also suggests that a mere imitation of HRM in the hopes of improving organizational performance creates no value. It is crucial that HR departments and managers remain committed and supportive to the development of effective HRM systems by focusing upon actual ‘implementation’ within their organizations.     

Performance management effectiveness: practices or context?

Although much research has focused on the technical or measurement issues involved in employee performance management, this study investigates the mutual influence of practices and context on performance management effectiveness. From a sample of 312 private and public sector organizations with 200 or more employees, the results indicate positive associations between practices – training and employee recognition – and performance management effectiveness. They further underscore the relevance of three contextual variables – culture, climate and the strategic integration of human resource management – as they are also related to more positive performance management outcomes. Implications for research and practice are discussed.     

Strategic human resource management,human capital and competitive advantage: is the field going in circles?

The resource‐based view (RBV) of the firm has been consistently used as a backdrop in strategic human resource management (SHRM) research and has the potential to bridge the ‘micro–macro’ divide. The tension between the SHRM and the strategic human capital literature, however, signifies that RBV has not reached its potential. In this paper, we begin with a brief review of the conceptual logic linking human resource management (HRM) practices and firm outcomes that aim at highlighting the different treatment of RBV in the SHRM and strategic human capital literatures. We then propose a conceptual model that suggests that HRM practices are not simple levers that enable firms to create sustainable competitive advantage, as most of the strategic human capital research postulates. On the contrary, we argue that HRM practices can contribute to a firm's sustainable competitive advantage not only by enhancing employees' ability, and offering motivation and opportunities, but also by shaping supply‐side and demand‐side mobility constraints.     

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

Strategic human resource management (SHRM) has been an important strand of research in the HRM field for over three decades, and has attracted heated debates in recent years. One main critique of the state of SHRM research is its increasing detachment from HRM practice, in the pursuit of more theoretical rigor and methodological sophistication. Our review article has two main tasks. First, we review SHRM research published in two leading HRM journals—Human Resource Management and Human Resource Management Journal—in the light of the criticisms on SHRM research and use this as a backdrop of our second task. Second, we critically examine SHRM research conducted in the Chinese context by drawing on a systematic review on extant literature. In doing so, we draw on a wider range of HRM journals such as Human Resource Management Review, The International Journal of Human Resource Management, and so forth. We find that while the trend of psychologization in SHRM research is gathering pace, the range of theoretical perspectives mobilized to inform the studies is actually expanding. We call for SHRM research to be more contextualized and more practical phenomenon‐driven SHRM research. We indicate several avenues for future research, using China as an example.     

The integration–differentiation puzzle: a resource-capability perspective in international human resource management

This paper is concerned with the management of the human resource agenda in international business. It begins by examining the critical question of how to balance the organizational need for co-ordination and control (integration) at the centre and the increasing pressures for sensitivity and flexibility (differentiation) at the subsidiary or unit level. A resource-capability (RC) view is then offered to re-examine the integration–differentiation (IN–DI) debate, proposing how firms might resolve some of the dilemmas inherent in IN–Dl decisions by cultivating their stock of knowledge and expertise. This perspective also enables us to assess the underlying paradigmatic foundation upon which strategic decisions in international human resource management are based.     

Examining the ‘black box’ of human resource management in MNEs in China: exploring country of origin effects

We examine the impact of HPWS on the attitudes and retention of Chinese employees in multinational enterprises (MNEs) operating in China. More specifically, we examine the extent to which the degree of HPWS and the impact of these practices differ according to the country of origin of the MNE. We surveyed a sample of 410 Chinese employees currently working in Western and Asian MNEs. The findings indicate significant ‘country of origin’ effects, where employees of Western and Asian MNEs perceive different levels of HPWS are in operation in their respective organisations. Employee trust, job satisfaction and affective commitment are all important factors in the retention of Chinese employees of MNEs, with high levels of commitment being the most significant factor. However, the relative impact of these factors on employee retention differs by country of origin of the MNE.     

Changes in labour supply and their impacts on human resource management: the case of Japan ∗

The paper examines some important developments that are taking place on the supply side of the Japanese labour market. The major themes addressed include the impact of ageing on the structure of employment and the increasing participation of women in the labour force. The paper considers in some detail the various policy responses taken, by government through legal intervention and by firms employing specific human resource management strategies, to address these issues. It also observes that supply side needs will have a significant future impact on what might be termed traditional personnel practices in Japan.     

‘Change or hold: reexamining HRM to meet new challenges and demands’: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations

As a consequence of continual change pressures on everyday organizations, a gradual but noticeable shift is taking place in the way managers and employees view the employment relationship. Expectation patterns between both parties are starting to diverge into what seems to be new forms of managing people, based on different assumptions regarding their importance in the (knowledge based) economy. Traditional differences in employment expectations between superiors and their subordinates, between higher and lesser educated and between intrinsically and extrinsically motivated employees, are currently making place for differences between younger and older knowledge workers and for diversity and professionalism. In this article, HRM is contrasted against two emerging approaches towards the management of people, which are currently subsets of HRM, but gaining momentum as potential replacements for HRM. First, we identify ‘Transaction-based Management of People (TM)’ in which the employment relationship mirrors that of a financially driven exchange relationship, similar to transaction economics. We refer to the second approach as ‘Professional-based Management of People (PM)’ in which the nature of the employment relationship reflects the recognition of people in organizations as ‘true’ professionals who know best what constitutes superior business performance. These approaches have been empirically examined by means of a representative survey among Dutch directors and managers.     

Digging deeper or piling it higher? Implicit measurement in organizational behavior and human resource management

Organizational researchers can dig deeper into peoples' thoughts, attitudes, and self-concepts to understand how automatic processes may impact judgment and social behavior in organizations. Measures of these automatic processes, including the Implicit Association Test (e.g., IAT; Greenwald, McGhee, & Schwartz, 1998), Semantic Priming (e.g., SP; Wittenbrink, Judd, & Park, 1997), Affect Misattribution Procedure (e.g., AMP; Payne, Cheng, Govorun, & Stewart, 2005), Word Completion Tasks (e.g., WCT; Johnson & Saboe, 2011), among many others, deserve greater attention as alternatives or supplements to traditional self-report measures of variables important in organizations (e.g., job satisfaction, personality and trait measurement, diversity attitudes). In this paper, we first provide a primer on implicit social cognition and its relationship to automatic and controlled cognitive processes, discussing major types of implicit measures, how these might operate, criticisms of this approach, and how these implicit constructs may give rise to behavior in organizations. Second, we discuss models of automatic processes and explore their validity and how these may predict behavior. Third, we offer advice for selecting, constructing, and improving implicit measurements when used in organizational research to enhance human resources and organizational functioning.     

The non-union workplace in Australia: bleak house or human resource innovator?

This paper compares the employee relations practices and outcomes of non-union and unionized workplaces in Australia. It also examines the nature of those practices to ascertain whether non-union workplaces can best be characterized as human resource innovators or 'bleak houses'. The data for the study are drawn from the 1995 Australian Workplace Industrial Relations Survey. The findings suggest that non-union workplaces are distinctly less innovative in a number of their employee relations practices and in general have less favourable employee relations outcomes than unionized workplaces in terms of dismissal and turnover rates. The non-union workplace is also distinguished by the individualistic nature of its contractual, remunerative and bargaining arrangements.