1
Strategic Human Resource Management
Inhoud
Knowledge clip 1: Black-box debate..........................................................................................2
Knowledge clip 2: The Contingency Perspective.......................................................................4
Knowledge clip 3: The Dark-Side Perspective...........................................................................5
Knowledge Clip 4: Differentiated Workforce.............................................................................6
Knowledge Clip 5: HR Devolution.............................................................................................8
, 2
Knowledge clip 1: Black-box debate
The adoption of HR practices covering key aspects of the management of people in the
workplace has a positive impact on organizational performance.
The policies and practices involved cover a wide range of human resources functions in the
area’s:
- Recruitment and selection
- Training and development
- Performance management
- Pay and benefits
- Participation
- Communication
Strategic Human Resource Management theory: states that the more these HR practices are
implemented in an organization, the better the organization’s performance is.
The black-box debate in SHRM
- Unclear how many steps there are in the link between HR and performance.
- Unclear what the content of each step is
Employees play a key role in explaining the impact of HR practices on organizational
performance.
Three theories that dominate the field of SHRM:
1. Resource-Based View (by Barney)): states that organizations can build a competitive
advantage based on resources that are valuable (capable of delivering superior
competitive results), rare (not easily obtained by competitors), imperfectly imitable
(hard to copy), non-substitutable (hard to replace). Types of resources: organizational
resources, physical resources, human resources.
o Human resource advantage can consist of (1) human capital advantage, a
situation where there is a stock of exceptional human talent working within the
organization, whose knowledge, abilities and skills match the strategic needs
of the firm, and (2) human process advantage, the presence of difficult-to-
imitate, historically evolved processes within the organization, such as intense
forms of co-operation between people.
o Provides a rationale for how HR practices positively affect organizational
performance by building a better human capital pool and by stimulating better
processes within the organization.
2. AMO Framework (by Appelbaum, et al.): states that people perform well if they have
the ability (the employee possesses the necessary knowledge and skills), motivation
(the employee wants to perform well) and opportunity (HR practices empower the
employee to show good performance) to do so.
o Provides a rationale for how HR practices impact organizational performance
by increasing employees’ ability, motivation, and opportunity to produce high
performance.
3. SHRM Process Model (by Wright and Nishii): highlights the distinction between HR
practices that senior managers intend to implement in the organization, the practices
Strategic Human Resource Management
Inhoud
Knowledge clip 1: Black-box debate..........................................................................................2
Knowledge clip 2: The Contingency Perspective.......................................................................4
Knowledge clip 3: The Dark-Side Perspective...........................................................................5
Knowledge Clip 4: Differentiated Workforce.............................................................................6
Knowledge Clip 5: HR Devolution.............................................................................................8
, 2
Knowledge clip 1: Black-box debate
The adoption of HR practices covering key aspects of the management of people in the
workplace has a positive impact on organizational performance.
The policies and practices involved cover a wide range of human resources functions in the
area’s:
- Recruitment and selection
- Training and development
- Performance management
- Pay and benefits
- Participation
- Communication
Strategic Human Resource Management theory: states that the more these HR practices are
implemented in an organization, the better the organization’s performance is.
The black-box debate in SHRM
- Unclear how many steps there are in the link between HR and performance.
- Unclear what the content of each step is
Employees play a key role in explaining the impact of HR practices on organizational
performance.
Three theories that dominate the field of SHRM:
1. Resource-Based View (by Barney)): states that organizations can build a competitive
advantage based on resources that are valuable (capable of delivering superior
competitive results), rare (not easily obtained by competitors), imperfectly imitable
(hard to copy), non-substitutable (hard to replace). Types of resources: organizational
resources, physical resources, human resources.
o Human resource advantage can consist of (1) human capital advantage, a
situation where there is a stock of exceptional human talent working within the
organization, whose knowledge, abilities and skills match the strategic needs
of the firm, and (2) human process advantage, the presence of difficult-to-
imitate, historically evolved processes within the organization, such as intense
forms of co-operation between people.
o Provides a rationale for how HR practices positively affect organizational
performance by building a better human capital pool and by stimulating better
processes within the organization.
2. AMO Framework (by Appelbaum, et al.): states that people perform well if they have
the ability (the employee possesses the necessary knowledge and skills), motivation
(the employee wants to perform well) and opportunity (HR practices empower the
employee to show good performance) to do so.
o Provides a rationale for how HR practices impact organizational performance
by increasing employees’ ability, motivation, and opportunity to produce high
performance.
3. SHRM Process Model (by Wright and Nishii): highlights the distinction between HR
practices that senior managers intend to implement in the organization, the practices
