Journal of Strategic Human Resource Management

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

Achieving Competitive Advantage through HR Practices: A Case Study


Affiliations
1 Research scholar, University School of Management, Kurukshetra University, Kurukshetra, India
2 Associate Professor, University School of Management, Kurukshetra University, Kurukshetra, India
     

   Subscribe/Renew Journal


Every Organization intends to have edge over its competitors in order to sustain and gain competitive advantage. Existing research suggests that service Organizations have paid strategic attention in aligning human resources to sub-serve this cause. Organizations find it extremely difficult to recruit, motivate, develop and retain competent manpower in fiercely Competitive environment these days. This research paper reviews how competitive advantage is developed using HR practices. Based on a case study of the State Bank of India from the employees' perspective, an attempt has been made to make generalization in this regard for emerging economy. The study uses primary data collected with the help of well structured questionnaire. Using Factor analysis, it identified five key factors as recruitment and reward system, training and skill development practices, organization climate, employee participation and empowerment; and effective communication system to determine competitive advantage in the banking industry in an emerging economy.

Keywords

Competitive Advantage, HR Practices, Recruitment, Reward System, Employee Participation, Empowerment
Subscription Login to verify subscription
User
Notifications
Font Size


  • Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), pp. 99-120.

  • Bartlett, C. A. & Ghoshal, S. (2002). Building Competitive Advantage through People. Sloan Management Review, 43(2), pp. 34-41.

  • Boxall, P. (1996). The Strategic HRM Debate and the Resource-Based View of the Firm. Human Resource Management Journal, 6(3), pp. 59-75.

  • Boxall, P. (1998). Achieving Competitive Advantage through Human Resource Strategy: Towards a Theory of Industry Dynamics. Human Resource Management Review, 8(3), pp. 265-288.

  • Boxall, P. & Steeneveld, M. (1999). Human Resource Strategy and Competitive Advantage: A Longitudinal Study of Engineering Consultancies. Journal of Management Studies, 36(4), pp. 443-463.

  • Boxall, P. (2003). HR Strategy and Competitive Advantage in the Service Sector, Human Resource Management Journal, 13(3), pp. 5-20.

  • Faugoo, D. (2009). Globalization and Its Infl uence on Strategic Human Resource Management, Competitive Advantage and Organizational Success. International Review of Business Research Papers, 5(4), pp. 123-133.

  • Farndale, E., Paauwe, J. (2007). Uncovering Competitive and Institutional Drivers of HRM Practices in Multinational Corporations. Human Resource Management Journal, 17(4), pp. 355-375.

  • Fitz-enz, J. (1995). How to Measure Human Resource Management. New York: McGraw-Hill.

  • Guest, D (1990). HRM and the American Dream. Journal of Management Studies, 27(4), pp. 377-397.

  • Hailey, V. H., Farndale, E. & Truss, C. (2005). The HR Department's Role in Organizational Performance. Human Resource Management Journal, 15(3), pp. 49-66.

  • Katou, A. A. & Budhwar, P. S. (2007). The Effect of Human Resource Management Policies on Organizational Performance in Greek Manufacturing Firms. Thunderbird International Business Review, 49(1), pp. 1-35.

  • Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B. & Swart, J. (2005). Satisfaction with HR Practices and Commitment to the Organization: Why One Size Does Not Fit All. Human Resource Management Journal, 15(4), pp. 9-29.

  • Lado, A. A. & Wilson, M. C. (1994). Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective. Academy of Management Review, 19(4), pp. 699-727.

  • Lloyd, C. (2005). Competitive Strategy and Skills: Working Out the Fit in the Fitness Industry. Human Resource Management Journal, 15(2), pp. 15-34.

  • Nargundkar. (2005). Marketing Research. New Delhi: Tata McGraw Hill India

  • Newbert, S. L. (2008). Value, Rareness, Competitive Advantage, and Performance: A Conceptual-Level Empirical Investigation of the Resource-Based View of the Firm. Strategic Management Journal, 29(7), pp. 745- 768.

  • O’Reilly., Charles, A. & Pfeffer, J. (2000). Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People, Boston: Harvard Business School Press.

  • Pfeffer, J. (1994a). Competitive Advantage through People. California Management Review, Winter, pp. 9-28.

  • Pfeffer, J. (1995). Producing Sustainable Competitive Advantage through the Effective Management of People. Academy of Management Executive, 9(1), pp. 55-69.

  • Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press.

  • Rizvi, Y. (2010). Human Capital Development Role of Human Resource (HR) during Mergers and Acquisitions. African Journal of Business Management, 5(2), pp. 261-268.

  • Schuler, R. S., MacMillan, I. C. (1984). Gaining Competitive Advantage through Human Resource Management Practices. Human Resource Management Journal, 23(3), pp. 241-255.

  • Schuler, R. S., Jackson, S. E. (1987). Linking Competitive Strategies with Human Resource Management Practices. The Academy of Management Executive, 1(3), pp. 207-219.

  • Som, A. (2003). Redesigning the Human Resources Functions at Lafarge. Human Resource Management, 42(3), pp. 271-288.

  • Wright, P., McMahan, G. & McWilliams, A. (1994). Human Resources and Sustained Competitive Advantage: A Resource-Based Perspective. International Journal of Human Resource Management, 5(2), pp. 301-326.


Abstract Views: 1126

PDF Views: 0




  • Achieving Competitive Advantage through HR Practices: A Case Study

Abstract Views: 1126  |  PDF Views: 0

Authors

Saloni Pahuja
Research scholar, University School of Management, Kurukshetra University, Kurukshetra, India
Ramesh Chander Dalal
Associate Professor, University School of Management, Kurukshetra University, Kurukshetra, India

Abstract


Every Organization intends to have edge over its competitors in order to sustain and gain competitive advantage. Existing research suggests that service Organizations have paid strategic attention in aligning human resources to sub-serve this cause. Organizations find it extremely difficult to recruit, motivate, develop and retain competent manpower in fiercely Competitive environment these days. This research paper reviews how competitive advantage is developed using HR practices. Based on a case study of the State Bank of India from the employees' perspective, an attempt has been made to make generalization in this regard for emerging economy. The study uses primary data collected with the help of well structured questionnaire. Using Factor analysis, it identified five key factors as recruitment and reward system, training and skill development practices, organization climate, employee participation and empowerment; and effective communication system to determine competitive advantage in the banking industry in an emerging economy.

Keywords


Competitive Advantage, HR Practices, Recruitment, Reward System, Employee Participation, Empowerment

References