The Different Models of Strategic HRM
Transcript of The Different Models of Strategic HRM
The Different Models of Strategic HRM Research Paper | 2006
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The Different Models of Strategic HRM
Oday Alnabhan
Anglia Ruskin University,
Essex, United Kingdom
Masters of Arts (MA), Human Resources Management,
2005 – 2006
1.0 Introduction
Human Resource function has evolved as a strategic business partner from its
traditional passive transaction processing role. The central purpose of strategic HR
function is to "improve the performance of the company's workforce to support
overall corporate goals." The strategic target for HR should be to increase revenues
and productivity while maintaining relative labor costs; as whenever revenue is
increased in a competitive marketplace it's obvious that products and services are also
improving, which are long-term competitive advantages. (Sullivan 2005). HRM
attempts to leverage people capabilities strategically and ensures the competitive
advantage of the firm. Studies have shown that effective HR practices can positively
affect the bottom line and Employees can have a direct impact on customer
satisfaction. Effective HRM practices also contribute to compliance with laws and
regulations, Community relations, and social responsibility. Through all these
measures HR can create synergies from the diverse concerns of various stakeholders
and thereby sustain the competitive advantage.
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2.0 Organization and Environment
The environment of the organization has a large effect on the organizational structure.
Mintzberg argued that the environmental factors and the pace of the organization
determine the organizational structure. The structure of the organization is based on
the environment. (Mintzberg, 2001). The four organizational forms defined by
Mintzberg depend upon the different operational mechanisms that are used by the
organization. The organizational subunits play a major part in the functioning of a
particular project mechanism.
Mintzberg’s classification of organizational types is as follows
➢ The Simple Structure
➢ Machine Bureaucracy
➢ Defictionalized Form
➢ Professional Bureaucracy
➢ Adhocracy
The organizational structure defines the formal relationships in the organization. The
structure of the organization is created to fit the environment. Under the
organizational structure the rules, polices and the management hierarchies are defined.
The structure of the organization has to change with the environment if it does not fit
there can be problems.
2.1 Core components of organizational structure:
1. Operating core - those that provide or produce what the organization offers
customers or clients, e.g., professors and teaching and learning.
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2. Strategic apex - relate mainly to the external environment, create the mission
and provide strategic direction, e.g., Trustees, Chancellor, President.
3. Middle line - those managers who supervise, control, and provide resources
for the operating core, e.g., senior staff such as assistant directors, level
coordinators.
4. Technostructure - consists mainly of analysts whose role is to standardize the
work of others by inspecting outputs and processes, e.g., Curriculum
coordinators, counselors, and special appointments.
5. Support staff - which perform tasks that indirectly facilitate the work of the
operating core, e.g., office and maintenance staff, teaching assistants
(Mintzberg, 1973)
2.2 The Entrepreneurial Start-up (the simple structure)
The entrepreneurial organization is an authoritarian structure controlled, given
direction by, and reflecting the values and concerns of one person, usually its
founder/owner or chief executive officer. The source of the authoritarian nature of this
type of organization may lie in the autocratic nature of its head that accumulates and
gathers power to him/her; or it may be because of the charismatic or visionary nature
of its leader, in which case the members of the organization willingly give up power.
This is a very basic organizational set-up, and the organization tends to be small. The
organization is, effectively, a single person and neither conflict nor political
difficulties arise (Mintzberg, 1987).
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2.3 The Machine Bureaucracy
The machine or machine bureaucratic, organization is one that is highly formalized
with sharp divisions of labor usually along functional lines. There is a high level of
formalization of all aspects of organizational work. These are organizations that
exhibit an "obsession with control." Also, according to Mintzberg, they are prone to
internal conflicts (Mintzberg, 1989). Machine bureaucracy is common amongst
mature organization, which is large enough to have operations, which can be
standardized.
2.4 The Professional Bureaucracy
In this type of organization, the work carried out by its members, the professionals, is
complex and highly skilled although also relatively standardized. The archetypal
examples used by Mintzberg are universities and hospitals. But even though the work
in such organizations may be relatively standardized, because of its complexity the
same kind of formalization and control characteristic of machine bureaucracy, in
general, cannot be applied. The professionals retain their autonomy and the power that
comes from it. Such formalization and control as does exist is a reflection of the
inspired values and expectations of the profession as a whole, rather than the
particular organization in which the individuals work. The decision-making and
coordination activities tend to be based on collegiality although differences of
opinion, conflict, and attendant internal political activity can arise as well. The
professional organization exhibits a parallel combination of collegiality and
autonomy.
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2.5 The Adhocracy (the innovative organization)
As its name suggests, this type of organization is characterized by its fluidity and
flexibility, and lack of formal organization and structures. Work tends to be carried
out by various kinds of experts, formed into teams on an ad-hoc or project-by-project
basis.
Because of its fluidity, it is probable that players, in the information ward model
sense, simply do not get the chance to form in this type of organization. Different
teams or groups within it operate with whatever processes and data prove to be
necessary for their purpose at the time. But not only do the processes and data that are
operated with change unpredictably, so also does the membership of the teams or
groups them. Under such rapidly changing circumstances any team or group, as well
as the organizational resources they depend upon, may not remain stable enough to
develop a separate identity and corresponding sense of business role ownership.
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The business environment can be divided into four types:
Simple – companies will be faced with few uncertainties and pressures for change
Complex – there are more variables to be found, leading to greater uncertainty. This
can come from some markets in which the organization operates, either due to
diversification strategy or because of the number international markets it chooses to
operate in.
Stable – When a market is facing little pressure to change, allowing the firm to
predict with some certainty market situations that facilitate planning and strategic
consideration.
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Unstable – Are characterized by the frequency of change, which gives rise to change
in these four situations the need to develop a structure that can accommodate these
challenges should be considered. From operating in the international marketplace,
complex and unstable environments will be of interest. To meet challenges of the
unstable environment, many companies attempt to build structures that promote
horizontal rather than top-down communication; likewise, job definitions will tend to
be less formalized and that promote a more fluid organization.
Machine bureaucracy – is built on the importance of technostructure or the need to
regulate activities, leading to an emphasis on bureaucratic procedures that are
appropriate when the environment is either simple or static.
Professional bureaucracy – The importance of operating core has been increased
and is found where there is a high degree of professionalism required to join the core.
Divisionalized form – The importance of the middle managers and provides the
power and influence for this group. This has been seen as a threat to firms.
3.0 Role of HRM
Human Resource Management has a variety of function, which includes managing
employees and meeting their needs, it includes training them and assuring that they
perform at their best to enhance the performance of the organization. The main
difference between HRM and Personnel management is that HRM aims to integrate
the personnel function of the company into the overall strategy of the company. The
personnel function is responsible for recruiting training and managing the employees
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and HRM is concerned with integrating all part of the organization to motivate the
employees so the best result can be obtained. One reason for the development of
HRM has been the de-industrialization of the western economies and the emergence
of the services sectors. Today the employees have to manage more meticulously than
before. They need to be developed, and the management has to invest in them
regarding development and training to ensure that they are motivated and perform at
their optimum levels (Armstrong, M, 1987).
The other changes that have encouraged the personnel function to take a strategic
direction are the increased competition and the globalization of the business
environment. This has forced managers to enhance their competitiveness and
performance thus this led to attaining the best results from the employees along with
all other resources of the organization. There is no exact definition of the HRM that
would be universally accepted as it has a different meaning to HRM PR actioners and
academics in the field. Guest (1987) defined HRM as a people-oriented approach,
which aimed to maximize the performance of the employee through a set of,
integrated policies and practices which involved consultation and feedback from the
senior management. However, the Guest’s model fails to recognize the difference
between personnel management and HRM. HRM is a based on long-term planning
that incorporates the personnel function into the long-term corporate and strategic
objectives of the firm.
Legge (1995) defined HRM as a central strategic management task, which aims to
utilize the personnel functions at all, levels and create and maintain a sustainable
competitive advantage. When HRM is compared with personnel management, it can
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be seen that HRM is fit between managing the employees and strategic direction of
the company. Some HR professionals viewed HRM as a principle that guided a
company’s culture and personnel function to fit their strategy. Thus, the main
difference between the personnel management and HRM is said to be long-term
corporate objectives that incorporate the human resource factors in call company’s
strategies. HRM is more long-term and strategic, and it considers the employee
performance and development in all corporate strategies.
Armstrong (1987) argued that HRM is a new name for Personnel management and the
exact difference between the approach taken by HRM was not so different to
personnel management. The main difference as explained by Kessler et al. (1998) is
that HRM considers the employees to be an asset and a resource like all other factors
of production. This development in personnel management function has strongly been
influenced by the Human Relations School that focused on employee development,
motivation, and leadership. HRM has identified other job-related factors such as
employee development and conditions at work, which can motivate and enhance the
employee performance. HRM is a move away from collectivism, and the traditional
vie of employee relations management which was solely concerned with enforcing
rules and regulating the employees. HRM is an ideological shift from collective
towards a more individualistic standpoint, which focused on the commitment of the
employees (Wickens, 1987).
HRM takes a more strategic approach to planning other components such employee
involvement; commitment, appraisal, and reward are also included in personnel
management. Skinner argues that due to HRM practice managers are rewarded for
policies, which would show results in long-term. Thus, there is no linked between
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Organizational effectiveness and HRM policies. Legge (1989) suggested that HRM
suffers from three main contradictions, which include individualism versus
cooperation, commitment versus flexibility and strong cultures versus adaptability.
These issues have to be addressed before HRM policies in the organization can be
sustained.
The nature of relations in HRM differs based on the two different perspective views
of Pluralist and Unitarist. Personnel management puts more emphasis on the
individualism. Personnel management views the relationship between management
and employees are merely contractual. HRM focuses more on collectivism, and the
management creates a corporate vision and aims that are linked to the business goals.
In the HRM, approach the fulfillment of mutual interest lies where employees satisfy
organization’s needs, and the management addresses the employee needs. Another
different approach HRM takes is the distribution of power; unlike personnel
management the power is not centralized, it is delegated. The HRM approach sees
decision-making as a collective task where employees have a say in the making and
implementation of policies. Thus, the HRM approach encourages a more power-
sharing technique, which integrates all the employees and departments of the
organization. HRM focuses more on the Total Quality Management approach which
encourages team works and employee participation in management where employees
share power and authority with the top management.
The strategic vision of HRM focuses on encouraging better employee participation
and performance. Therefore, the leadership style in HRM context is different. The
leadership style favored by HRM policies is the transformational leadership; this style
e n c o u r a g e s b u s i n e s s objectives to be shared by both the employees and
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management. The leaders focus more on people-oriented procedures, which include
establishing trust and flexibility in the organization. HRM has a more flexible way of
employment, which encourages the employees to develop new skills and knowledge
to perform better at their jobs. HRM policies encourage the organization to motivate
people by other means by group profit sharing schemes and value-added incentives
which will enhance the commitment of the employee in the organization. The job
design function in HRM focuses job design and job rotation, which creates more
teamwork and group sharing. Similarly, another aspect of these policies encourages
the free and prompt flow of information between the lower level employees and
senior management. Thus, through these HRM policies, most western organization
have eliminated the trade unions by getting closer to the employee and fulfilling their
needs. In any negotiations, the employees is encouraged to participate in the decision-
making process (Mullins, L, 1999).
4.0 Relationship between business strategy and HRM
The human resources have been regarded as the critical source for many companies.
Human Resource Management (HRM) is the technique through which managers
integrate the actions of individuals in the organization with the objectives of the firm
(Goold & Quinn, 1990). Now, most businesses agree that HR functions have a direct
impact on the company performance. This is why HRM is an important function in
the organization today as it is one of the main determinants of organizational
performance.
Strategic HRM looks at how HR practices can be combined and implemented. SHRM
techniques focus on managing the workforce as a whole. SHRM views that strategy
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and HRM should be linked together (Schuler & Jackson, 1989). SHRM focuses on the
behavioral aspects of employees and how they affect the performance of the firm. The
theory focuses on how HRM behavior regulates and controls the attitudes and
behaviors of the employees. Thus, to achieve this kind of control over the employees
SHRM practices suggest that organization strategy should reinforce this form of
employee behavior that is beneficial to the organization as a while. Schuler &
Jackson’s (1987) model linked HRM practices with competitive strategies such as
innovation, quality enhancement, and cost reduction. This model proposes that the
role behavior can vary on dimensions such as repetitive versus innovative behavior,
low versus high risk-taking and inflexible versus flexible to change.
The contingency theory suggests that HRM practices have to be coupled with specific
business strategies to enhance the organizational performance. If a firm deploys a cost
reduction strategy, it must implement rigorous controls and bring costs down. Another
aspect of enhancing organizational performance is increasing efficiency. The behavior
controls in an organization increase the predictability as routine processes are
routinized. HR function can achieve this and appraise the employee behavior and
performance. This suggests that HRM is linked to the performance of the firm (Liao,
2005).
5.0 Strategic HRM
Strategic Human Resource Management (SHRM) also referred to as a “contingency”,
“best fit” or “external fit” approach. SHRM aims to achieve a closer fit between the
HRM policies and the overall competitive strategy to make the organization more
effective. SHRM is based on the works of Chandler (1962) who
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Pioneered the concept of the organizational life cycle. This model suggested that
HRM practices should change with the stage of the organization on the life cycle
which includes formation, growth, maturity, and decline (Robbins, 1990). This
suggests that when organizations are in their growing stage they operate in an
entrepreneurial environment in which the major recruitment source is the external
labor market. At this stage, there is a high level of employee participation, and the
wages are linked to the profitability of the company. The mature organization has a
more efficient structure rather than the one based on innovation. The focus of the HR
policies is on employee retention and enhancing the efficiency of the organization.
The jobs are more narrowly defined, and the structures and procedures are formalized
in the organization (Hughes, 2001).
SHRM is based on the strategic theories that were developed during the 1970s and
1980s. Schuler & Jackson (1978) matched the three generic organizations strategies
that include cost reduction, innovation, and quality enhancement, with HRM
philosophies such as utilization, facilitation, and accumulation. Schuler & Jackson
(1978) suggested that the cost reduction/ utilization strategy aims to minimize labor
costs and does not focus on mobility or employee training (Huang, 2001).
On the other hand, the organization that has innovation facilitation strategy tends to
focus in creativity and collaborations. This strategy focuses on creativity, cooperation,
and flexibility. The job descriptions in such organizations are brad, and there is a lot
of employee interaction. The management focuses on teamwork and developing the
employees through training and education (Huang, 2001). The last strategy is quality/
accumulation that focuses on the careful selection of candidates based on the
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Personality and acumen of the individual (Bin Othman, 1996). This kind of
organizational structure requires employees to adapt to the environment and update
their skill sets. Under this strategy, the employees are required to follow a set routine
in a predictive and repetitive behavior. There is a strong emphasis on cooperation and
quality (Huang, 2001)
Boxall & Purcell (2003) have provided a basic framework of Strategic HRM as given
below:
Human Resources are the talents and energies of people who are available to an
organization as potential contributors to the creation and realization of the
organization’s mission, vision, and goals. HRM can be described as all the activities
of an organization use to affect the behaviors of all the people who work for it.
Strategic HR is gaining a lot
Critical HR Goals
Desired types and levels of:
• Labour productivity
(cost effectiveness)
• Organizational flexibility
• Social Legitimacy
(Employment citizenship)
Critical non-HR Goals
Desired outcomes for:
• Sales
• Market Share
• Return on capital employed
• Social legitimacy (environmental impacts) etc
Ultimate business goals
• Viability with adequate
returns to shareholders
• Sustained competitive
advantage
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of importance now as compared to tactical actions which were performed earlier by
HR Professionals. (Allan 2006). Human Resources, like all other business functions,
must do a range of things well from basic transactions to strategic planning to be
successful and gain a competitive business advantage. As Jamroq and Overhot (2004)
observe that 'there's something elusive and ambiguous about this widely touted goal of
becoming a strategic business partner.
The Strategic Importance of Managing Human Resources
Every business firm strives to achieve the competitive Advantage; which is a state
when all or part of the market prefers the firm’s products and services. Human
Resources Management is a strategic approach and following are the ways firms can
use HRM to gain a sustainable competitive advantage:
1. Maximize the value added by employees
2. Acquire rare employees
3. Develop a culture that can’t be copied.
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Following is a Framework suggested by Jackson and Schuler (2003) for Managing
Human Resources through Strategic Partnerships.
Global Environment
The HR
[Ref: Jackson and Schuler (2003)]
6.0 The Forms of Strategic Human Resource Management.
There are many ways and means through which the HR can play a strategic role in an
organization. HR should try operating much like a business by regularly measuring how
well it is serving its customers—that is, the business units that rely on HR’s services. By
creating well-defined and clear service-level agreements with the business units to gauge
effectiveness is a good way of starting the strategic thinking process. In the ultimate
analysis, HR must measure itself regarding the overall business results and improvements in
the performance of the company's workforce—and base rewards on those measurements.
By creating and keeping a concise scorecard lets HR to keep track of its improvements, and
Organizational
Environment
• • • •
Leadership
Strategy
Structure
Culture
HRM
Activities
• •
Formal Policies
Daily Practices
Stakeholder
Satisfaction
•
• • • •
Owners /Investors
Customers
Society
Other Orgs
Org. Member
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Highlight HR's business value to management. Creating and maintaining the HR scorecard
is another important form of Strategic human resources management.
For example, in Accenture, HR play three distinct roles to fulfill the strategic purpose as
detailed below (Jensen 2003)
Business
advisor/consultant
“HR managers must be able to sit as peers with executives from
other parts of the business and actively participate in strategic
decision-making. They must also advise, coach and educate senior
executives on how workforce issues can affect the overall
performance of the business, and offer solutions that support the
execution of business plans. That means that HR professionals
must thoroughly understand the capabilities of the company's
people and how the business operates—and bring those insights
together to determine how best to deploy people to deliver
business results.”
Change leader “HR professionals must play an active role in shaping the workforce
to support the company's business objectives. They must have a firm
grasp of organizational behavior, communication, and change
management, and be prepared to plan and lead large-scale change
programs and leadership-development initiatives that improve
workforce performance.”
HR functional expert “HR professionals need to understand the best practices and new
developments in HR, and apply that knowledge to the creation of
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Source: Accenture Report
7.0 The Best Framework for Strategic HRM
The best method to implement Strategic HR is to design and carry out a “HR-Workforce
Performance Model” based on the balance scorecard principles of as suggested by Kaplan
and Norton (2001). Balanced Score Card is primarily a technique for implementing the
business strategy and a tool that integrates the HR activities with the Business perspectives
leading to the achievement of the end-objectives. It will also help in bringing about changes
in the workplace by fostering a climate of innovation and entrepreneurship. It is a technique
for Operationalizing the vision/mission/strategy of the organization.
Balanced Score Card is defined as a framework that focuses on shareholders, customers,
internal and learning requirement of a business to create a system of linked objectives,
measures, targets and initiatives which collectively describe the strategy of an organization
and how that strategy can be achieved. Balanced Scorecard is a comprehensive system that
allows the monitoring of business performance in a way that compliments financial
measures. By measuring and monitoring operational efficiency, employee performance and
innovation, customer satisfaction, long-term strategies can be linked to
effective business solutions. The HR field is evolving, which means
that an effective HR department needs to stay current on a range of
tools and techniques, including advancing technologies in eLearning,
Web-based workspace portals and employee self-service, and
innovative organizational approaches, such as the outsourcing of
various HR functions.”
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Short-Term actions. The scorecard provides an enterprise view of an organization's
overall performance by integrating financial measures with other key performance
indicators around customer perspectives, internal business processes, and
organizational growth, learning, and innovation. The BSC is a framework for
implementing complex programs of change and can also be used to test, gain feedback
on, and update the organization’s strategy. (Kaplan and Norton, 2000)
Balance Score Card proposes four prospective frameworks which include:
(i) financial perspective
(ii) Customer perspective
(iii) Business process perspective
(iv) Organization learning perspective
The strategic role of HR is very different from its traditional administrative role. A
fundamental shift from the old back-office, transaction-handling focus to a proactive
decision-making paradigm that benefits the business is most wanted for making HR
more strategic in nature and result oriented. This will demand in changing the
mindsets, procedures, and processes, policies and information access-tools and also
demand new skill sets.
Changing the HR environment can be a complex undertaking because there are a
variety of factors that drive and enable improved performance. It requires some
separate initiatives that have to be identified, prioritized, and planned—and in the end,
these various efforts have to come together like the pieces of a puzzle to create a
coherent whole. It can
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be difficult for executives to get a handle on it all, but there are ways that they can
organize and simplify their efforts.
This balanced scorecard method is considered as the best strategy implementation
model in HR due to:
a) The basic premise of Balanced Score Card is Measurement Motivates. In
other words, what gets measured gets done. Hence Balance Score Card focuses on
setting strategic & other objectives and measurements at all levels in the organization
and then measuring their achievement systematically.
b) Gives clarity & concreteness to fuzzy/vague concepts that are stated in strategy.
c) Objectives and measurements, when they are cascaded down,
become a tool to communicate strategy and not a simple tool to control.
d) Building the Balance Score Card for the whole organization develops
consensus and teamwork throughout the organization.
8.0 Conclusion
HRM has a strategic edge, which needs to be implemented properly in the
organization through the proper use of planning and coherent approach to employment
strategy. HRM policies have to be aligned and matched the business strategy, and the
management must view the employees as a strategic resource. This entails that the
management looks after the employees and provides them with all necessary means to
improve their job performance, which includes training and development. Also, the
management has to include the employees in al decision-making. Through the
strategic focus and alignment of HR policies, the organization can achieve a
sustainable competitive advantage by enhancing the
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employee performance and assuring that the employees are committed and
emphatically loyal to the organization.
The transformation of HRM into a complete strategic function is a very difficult task
to achieve. By employing the right methods and tools along with the right expertise,
this can be achieved in any organization. Once the strategic HR management is
successfully integrated into the overall business agenda, the results will be far superior
to anticipated, as Human Resources are considered as the most critical assets in
modern organizations. To leverage that critical asset for organizational growth and
value creation, strategic HR is the major key. The human capital needs to be
strategically managed for achieving breakthrough improvements in human
performance and ultimately to help the company to compete and win. The following
conclusions will ensure the effective strategy implementation in this direction (Jenson
2003). To implement a successful SHRM plan, it is important to invest in the HR
strategic capabilities, and the management must commit to assessing the HR function
in the organization. Also, the role of the management is to create learning
opportunities for its employees so they can enhance their skills.
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