Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Differening Approaches to Strategic Human Resource Management


Affiliations
1 Faculty of Management Studies and Research Aligarh Muslim University, Aligarh (UP)
2 Department of Management University of Dhaka, Dhaka (Bangladesh)
     

   Subscribe/Renew Journal


Strategic human resource management (SHRM) has emerged as a significant issue in tandem with the increasing attention being given by the companies to strategy. Faced with an accelerating turbulence in its environment, the response of the corporation has been to attempt to build up a sound internal configuration that includes human resource management (HRM) systems. The key to providing an effective response is to have an HRM system attuned to strategic requirements. The philosophical and academic bases for SHRM, proposed during the past three decades, have followed differing paths. This article attempts to bring together the differing approaches to SHRM and presents a consolidation and evaluation of these viewpoints. The differing views are consolidated under four groups wherein SHRM is seen to be either strategy-focussed, decisionfocussed, content-focussed, or implementation-focussed. A discussion highlights the problem of semantics and pinpoints the controversies and contradictions implicit in the different viewpoints. This article underscores the emerging area of agreement viz. the increasing emphasis on the strategic nature of HRM and considering human resource as a strategic resource to be used to create and sustain a competitive edge for organisations.

Keywords

Strategic Human Resource Management, Human Resource Management, Human Resource Strategy
User
Notifications

  • Ansoff, H. I. (1986), Corporate Strategy, Sidgwick & Jackson, London.

  • Anthony, R.(1965), Planning and Control Systems: A Framework for Analysis, Division of Research, Graduate School of Business Administration, Harvard University, Boston, MA.

  • Balkin, D. B. and L. R. Gomey-Meijea (1990), “Matching Compensation and Organization Strategies,” Strategic Management Journal II.

  • Beer, M. B., B. Spector, P. R. Lawrence, D. Q. Mills and R. E. Walton (1984), Managing Human Assets, Free Press, New York.

  • Beer, M. B., P. R. Lawrence, D. Q. Mills and R. E. Walton (1985), Human Resource Management, Free Press, New York.

  • Boxall, P. F. (1992), “Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication,” Human Resource Management Journal 2.

  • Brewster, C. (1994), “Towards a ‘European’ Model of Human Resource Management,” Journal of International Business Studies 25(3).

  • DeCenzo, D. A. and S. P. Robbins (1988), Personnel/Human Resource Management, Prentice-Hall, Englewood Cliffs, NJ.

  • Fomburn C., N. Tichy and M. Devanna (Eds) (1984), Strategic Human Resource Management, John Wiley, New York.

  • Foulkes, F. K. (Ed) (1986), Strategic Human Resource Management: A Guide for Effective Practice, Prentice-Hall, Englewood Cliffs, NJ.

  • Galbraith, J. R. and D. A. Nathanson (1978), Strategy Implementation: The Role of Structure and Process, West Publishing, St. Paul, Minnesota.

  • Guest, D. (1989), “Personnel and Human Resource Management: Can You Tell the Difference?” Personnel Management, Jan.

  • Hendry, C. and A. Pettigrew (1986), “The Practice of Strategic Human Resource Management,” Personnel Review 15(3).

  • Legge, K. (1991), “Human Resource Management: A Critical Analysis” in J. Storey (Ed) (1992), New Perspectives on Human Resource Management, Routledge, London.

  • Mathis, R. L. and J. H. Jackson (1985), Personnel/Human Resource Management, West Publishing, New York, NY.

  • Miles, R. E. and C. C. Snow (1984), “Designing Strategic Human Resource Management Systems,” Organizational Dynamics 13(1).

  • Miller, P. (1989), “Strategic Human Resource Management: What it is and What it is Not?” Personnel Management, Feb.

  • Miller, P. (1991), “A Strategic Look at Management Development,” Personnel Management, Aug.

  • Olian, J. and S. Rynes (1984), “Organizational Staffing: Integrating Practice with Strategy,” Industrial Relations 23.

  • Snell, S. A. and J. W. Dean, Jr. (1992), “Integrated Manufacturing and Human Resource Management: A Human Capital Perspective,” Academy of Management Journal 35(3).

  • Storey, J. (Ed) (1989), New Perspectives on Human Resource Management, Routledge, London.

  • Tichy, N. C. Fomburn and M. A. Devanna (1981), “Human Resource Management: A Strategic Approach," Organizational Dynamics, Winter.

  • Tichy, N. C. Fomburn and M. A. Devanna (1982), "Strategic Human Resource Management,” Sloan Management Review 24.

  • Torrington, D. and L. Hall (1995), Personnel Management: Human Resource Management in Action, Prentice-Hall, London.


Abstract Views: 429

PDF Views: 1




  • Differening Approaches to Strategic Human Resource Management

Abstract Views: 429  |  PDF Views: 1

Authors

Azhar Kazmi
Faculty of Management Studies and Research Aligarh Muslim University, Aligarh (UP)
Faruq Ahmad
Department of Management University of Dhaka, Dhaka (Bangladesh)

Abstract


Strategic human resource management (SHRM) has emerged as a significant issue in tandem with the increasing attention being given by the companies to strategy. Faced with an accelerating turbulence in its environment, the response of the corporation has been to attempt to build up a sound internal configuration that includes human resource management (HRM) systems. The key to providing an effective response is to have an HRM system attuned to strategic requirements. The philosophical and academic bases for SHRM, proposed during the past three decades, have followed differing paths. This article attempts to bring together the differing approaches to SHRM and presents a consolidation and evaluation of these viewpoints. The differing views are consolidated under four groups wherein SHRM is seen to be either strategy-focussed, decisionfocussed, content-focussed, or implementation-focussed. A discussion highlights the problem of semantics and pinpoints the controversies and contradictions implicit in the different viewpoints. This article underscores the emerging area of agreement viz. the increasing emphasis on the strategic nature of HRM and considering human resource as a strategic resource to be used to create and sustain a competitive edge for organisations.

Keywords


Strategic Human Resource Management, Human Resource Management, Human Resource Strategy

References