Understanding Human Resource Management in the Context of Organizations and their Environments

Jackson, Susan E.; Schuler, Randell S.

doi:10.1146/annurev.ps.46.020195.001321

Cited by 849 publications

(399 citation statements)

References 126 publications

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“…Numerous theories offer useful explanations about the ways in which social and organizational context influences HRM practices (e.g., general systems theory, institutional theory, societal effect theory, the logic of industrialization approach; see Jackson and Schuler, 1995 for a review). However, none of these theories explicitly discusses the role of culture in human resource management policies and practices.…”

Section: Impact Of Culture On Hrm Practices: Theoretical Framework Anmentioning

confidence: 99%

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Aycan¹,

Al‐Hamadi²,

Davis³

et al. 2007

The International Journal of Human Resource Management

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This study empirically examines the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organisations. The findings indicate that there are a number of differences among Omani employees regarding value orientations due especially to age, education and work experience. The findings show a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation, and human nature-as-evil. The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing, and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

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Section: Impact Of Culture On Hrm Practices: Theoretical Framework Anmentioning

confidence: 99%

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Aycan¹,

Al‐Hamadi²,

Davis³

et al. 2007

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Nos résultats ont mis en évi-dence l'existence d'un faible lien entre les stratégies externes ou d'affaires et les politiques de rémunération. L'approche comportementale, préconisée notamment par Jackson et Schuler (1995) et Schuler et Jackson (1987), n'a été que partiellement confirmée par nos résultats. Les choix en matière de politiques de rémunération seraient davantage influencés par la stratégie concurrentielle préconisée par les unités d'affaires (ex.…”

Section: Discussionunclassified

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

Chênevert¹,

Tremblay²

2003

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La présente étude, réalisée auprès de 252 entreprises québécoises, a permis de mettre en évidence que les politiques de rémunération sont davantage influencées par les stratégies internes de l’organisation que par leurs stratégies externes. Plus spécifiquement, les entreprises qui préconisent les équipes autonomes de travail, la qualité totale et la gestion participative optent davantage pour des politiques de rémunération orientées vers la performance individuelle et collective, tendent à accorder un pourcentage de bonis plus élevé et à favoriser une plus grande transparence dans leurs mécanismes de gestion. Les résultats montrent également que la présence syndicale joue un rôle déterminant dans le choix des politiques de rémunération.The competitive position of companies is increasingly linked to their capacity to attract and retain competent personnel. Human resources management, in particular compensation, is a crucial component of this quest for competencies. Yet companies must choose between several types of compensation policies. They must determine on which basis to select a policy so as to maximize the effectiveness of the compensation system. These choices may be linked to external strategies of the company, e.g. diversification, differentiation, or internal strategies such as autonomous work teams, total quality and participative management. This article therefore attempts to analyze the extent to which external and internal strategies identified by companies dictate their choice of compensation policies. In other words, do companies that adopt particular external and internal strategies also opt for differentiated compensation policies?The data were collected by a questionnaire mailed to vice-presidents and human resources managers of Quebec companies in competitive sectors. We received 252 usable questionnaires, equal to an 11.4% response rate. The variables have been grouped into four main categories: compensation policies, external strategies, internal strategies and control variables. By means of a multiple regression analysis using the forced entry method we have tested the contribution of each category of variables, thus allowing for verification of the hypotheses formulated. The control variables were entered first in a single block, followed by the external strategies and internal strategies. Utility tests were performed to verify whether the order of entry of the variables influenced the results obtained.The principal findings suggest that internal strategies dictate the choice of compensation policy to a much greater extent than do external strategies. In effect, companies seek above all to create internal coherence among their HR policies and organizational development strategies. For example, companies that rely heavily on autonomous work teams, engage in more participative management and promote quality management have compensation systems that are less traditional and characterized by a greater emphasis on performance, transparency of information provided to employees and, to a lesser ex...

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“…Our focus on understanding contingency effects reflects the import role that "best fit" perspectives have played in advancing the SHRM literature, and the need to consider both internal and external contingencies to understand the effects of HR practices (Jackson and Schuler, 1995). Indeed, contemporary SHRM research has largely moved beyond testing whether and which HR practices contribute to firm performance by focusing on the processes and associated boundary conditions that shape these effects, such as the industry context, a firm's internal capabilities, and the strategic importance of a firm's human capital.…”

Section: Contingent Effects Of Hr Practices On Voluntary Turnovermentioning

confidence: 99%

Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

Schmidt

Willness

Jones

et al. 2016

The International Journal of Human Resource Management

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Understanding Human Resource Management in the Context of Organizations and their Environments

Cited by 849 publications

References 126 publications

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Cultural orientations and preferences for HRM policies and practices: the case of Oman

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

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