How strategic is HRM?

Martell, Kathryn; Carroll, Stephen J.

doi:10.1002/hrm.3930340203

Cited by 96 publications

(65 citation statements)

References 12 publications

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“…Para alcanzar este nivel de integración, la actuación del responsable de recursos humanos es particularmente relevante. Su participación activa como un miembro más del equipo de alta dirección es crucial para formular una estrategia de recursos humanos eficiente y consistente con la estrategia de negocio (Caldwell, 2008;Green, Wu, Whitten & Medlin, 2006;Lawler, Boudreau & Mohrman, 2006;Martell & Carroll, 1995;Krishnan & Singh, 2011).…”

Section: El Ajuste Vertical Y Horizontal: Concepto Y Dimensionesunclassified

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A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

García-Carbonell

Alcázar

Gardey

2013

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ResumenObjeto: Partiendo de los resultados inconsistentes que la literatura ha mostrado acerca de la relación entre el rendimiento organizativo y la dirección de recursos humanos, este estudio discute la asociación entre ambas variables desde una perspectiva de proceso. Para ello, el artículo propone un modelo teórico que diferencia entre el doble ajuste (vertical y horizontal) definido y el realmente alcanzado en la implantación, considerando las percepciones de los trabajadores sobre el sistema de gestión como un factor determinante para explicar el éxito de las prácticas. Diseño/metodología: La investigación presenta una revisión teórica de varios campos de la literatura en materia de dirección de recursos humanos (perspectiva del doble ajuste y la fortaleza del sistema de gestión). Aportaciones y resultados:El artículo concluye con la propuesta de un modelo teórico alternativo que explica la relación entre la función de recursos humanos y en desempeño organizativo, introduciendo las percepciones de los empleados acerca del sistema de gestión como variable mediadora.Implicaciones prácticas: Las conclusiones apuntan a la importancia de la comunicación organizativa en los procesos de RRHH, el papel del responsable de -991-

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Section: El Ajuste Vertical Y Horizontal: Concepto Y Dimensionesunclassified

“…• como responsable para la transición de la estrategia hacia la implantación, traduciendo la estrategia en conjuntos de políticas y prácticas coherentes (Martell & Carroll, 1995;Green et al, 2006;Lawler et al, 2006;Caldwell, 2008;Krishnan & Singh, 2011).…”

Section: Conclusiones E Implicacionesunclassified

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

García-Carbonell

Alcázar

Gardey

2013

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“…In terms of recruitment and organizational performance, studies have shown that valid recruitment tests are useful for recruiting employees (Schuler & Jackson, 1987) and that an effective recruiting process is positively related to organizational performance (Terpstra & Rozell, 1993;Martell & Carroll, 1995). The staff recruitment process plays an essential role in the process of workforce planning.…”

Section: Introductionmentioning

confidence: 99%

Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

Rhee¹,

Zhao²,

Choong-Hyun³

2014

ASS

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There has been growing interest in the relationship between HRM practices and organizational performance, but few studies have provided evidence supporting this relationship by considering the moderating effect of CEO support. Therefore, this study intends to examine the effects of various HRM practices on organizational performance and the moderating effect of CEO support on the relationship between HRM practices and organizational performance through a survey on 215 Chinese firms. The results indicate a positive relationship between HRM practices and organizational performance and verify the moderating effect of CEO support on this relationship. This study is the first one on demonstrating the moderating effect of CEO support on the relationship between HRM practices and organizational performance in the context of Chinese firms. These findings may help adding knowledge to the Chinese firms' CEOs while considering about making HR policies and HRM activities which are mainly decided by their attitudes and participations.

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“…If, as the resource-based view (Barney, 1991;Wright and McMahan, 1992) suggests, employees are the sources of sustainable competitive advantage for the rm, then the human resource executive may be uniquely quali ed to contribute to setting strategies that utilize the particular competencies of employees (Lado and Wilson, 1994). Our ndings suggest that a cost leadership strategy may be more effective and lead to more successful performance when the human resource manager participates in setting rm strategies (Martell and Carroll, 1995;Becker and Huselid, 1998). Mintzberg (1994) asserts that strategy setting should result from the synthesis of creative ideas and collaboration of the individuals in the organization with the most knowledge and information about the issues at hand.…”

Section: Figure 2 Middle Level Manager Involvement Vs Perceived Businmentioning

confidence: 73%

The performance effects of human resource managers' and other middle managers' involvement in strategy making under different business-level strategies: the case in Hong Kong

Wai-Kwong¹,

Priem²,

Cycyota³

2001

The International Journal of Human Resource Management

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We rst developed theory arguing that HR managers' and other middle managers' involvement during strategy making would have different effects on performance for rms pursuing different business-level strategies. Then, our empirical study tested the hypotheses in the context of HR managers and middle managers in the Hong Kong Special Administrative Region, People's Republic of China. We found that HR manager involvement during strategy making was positively related to perceptions of future business performance. The use of a differentiation strategy was also positively associated with future performance. Neither the use of a cost leadership strategy, however, nor involvement by other middle-level managers, was directly related to perceived future performance. Interestingly, pursuit of a cost leadership strategy, combined with either high HR manager involvement or high middle manager involvement, produced high business performance. Thus, we found a positive and signi cant interaction such that increasing levels of manager involvement in strategy and a cost leadership strategy was associated with much higher levels of performance. Lower levels of manager involvement combined with the cost leadership strategy, however, were related to much lower performance. No such interaction effect was apparent for differentiation strategies.

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How strategic is HRM?

Cited by 96 publications

References 12 publications

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

The performance effects of human resource managers' and other middle managers' involvement in strategy making under different business-level strategies: the case in Hong Kong

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