Black-Box debate
Video
The way in which HRM practices influence organizational performance.
Theories
Resource-based view (RBV) of the firm (Barney): organizations can build a
competitive advantage with resources that are valuable, capable of delivering
superior compatible results, rare, not easily obtained by competitors, and hard to
replace.
• Resources: Organizational resources (structure, planning), Physical resources
(equipment), and Human Resources.
• Human resource contribution can consist of the following: Human capital
advantage (a lot of human talent within the organization, whose knowledge
and skills match the strategic needs of the firm), and a Human process
advantage (intense form of cooperation between people).
In conclusion, this theory states that HR practices positively effect organizational
performance by building a better Human capital pool and by stimulating better
processes within the organization.
AMO framework (Appelbaum): people perform well if they have the ability,
motivation and opportunity to do so.
• Ability: the employee can do well on the job because he or she possesses the
necessary knowledge and skills - this is linked to the human capital theory.
These abilities can be influenced by HR practices such as training.
• Motivation: employees perform well on the job because they want to do so - this
is linked to the social exchange theory.HR practices such as opportunities and
extensive rewards motivate the employee to perform well.
• Opportunity: the opportunity employees have to perform well.HR practices such
as enabling employee participation in decision making can empower employees
to show good performance.
SHRM Process Model: the effect of HR practices on performance by looking at
how these practices are implemented in the organization and how employees
experience and respond to them.
1. HR practices that managers tend to implement in the organization;
2. The practices that are actual implemented;
3. Employees perceptions of these implemented practices.
The model also explains why there is sometimes a disconnection between those
three:
• Line managers may fail to implement a HR practice because they lack time or
skills to do so.
• Employees may interpet the same practices in different ways.
d
, Summary literature Black-Box debate
HRM and Performance by Peccei, R., & van de Voorde, K. (2014) -
book chapter
Lecture
Video
The way in which HRM practices influence organizational performance.
Theories
Resource-based view (RBV) of the firm (Barney): organizations can build a
competitive advantage with resources that are valuable, capable of delivering
superior compatible results, rare, not easily obtained by competitors, and hard to
replace.
• Resources: Organizational resources (structure, planning), Physical resources
(equipment), and Human Resources.
• Human resource contribution can consist of the following: Human capital
advantage (a lot of human talent within the organization, whose knowledge
and skills match the strategic needs of the firm), and a Human process
advantage (intense form of cooperation between people).
In conclusion, this theory states that HR practices positively effect organizational
performance by building a better Human capital pool and by stimulating better
processes within the organization.
AMO framework (Appelbaum): people perform well if they have the ability,
motivation and opportunity to do so.
• Ability: the employee can do well on the job because he or she possesses the
necessary knowledge and skills - this is linked to the human capital theory.
These abilities can be influenced by HR practices such as training.
• Motivation: employees perform well on the job because they want to do so - this
is linked to the social exchange theory.HR practices such as opportunities and
extensive rewards motivate the employee to perform well.
• Opportunity: the opportunity employees have to perform well.HR practices such
as enabling employee participation in decision making can empower employees
to show good performance.
SHRM Process Model: the effect of HR practices on performance by looking at
how these practices are implemented in the organization and how employees
experience and respond to them.
1. HR practices that managers tend to implement in the organization;
2. The practices that are actual implemented;
3. Employees perceptions of these implemented practices.
The model also explains why there is sometimes a disconnection between those
three:
• Line managers may fail to implement a HR practice because they lack time or
skills to do so.
• Employees may interpet the same practices in different ways.
d
, Summary literature Black-Box debate
HRM and Performance by Peccei, R., & van de Voorde, K. (2014) -
book chapter
Lecture
