Defining_Strategic_HRM：An_Overview_of_the_Field.ppt

Defining Strategic HRM: An Overview of the Field Patrick M. Wright Professor of HR Studies Cornell University My Biases… Ideologically, I want HR to matter People are valuable (Judeo-Christian ethic) Professionally, my role is gatekeeper/scientist to explore rigorously if it does Positivist, Empiricist Perspective Result is a very critical approach to studying Strategic HRM My Biases… Emphasis will be on my work Not because it’s truth Not because it’s the best Not because it’s perfect Not because others’ work doesn’t matter…but Because it’s what I know and what I’m passionate about What is HRM? Is it Practices? Is it Policies? Is it Processes? Is it Philosophy? What is HRM? HRM is all of the activities aimed at building the human potential and performance within an organization Includes: HR Philosophy (Values, Culture, etc.) HR Policies (What should be done) HR Practices (What actually gets done by managers implementing policies) Communications What is Strategic HRM? …The pattern of planned human resource actions and deployments intended to enable the firm to achieve its goals Wright McMahan, 1992 Defining the Landscape of HRM Defining the Landscape of HRM Focusing on Strategic HRM Problems with Single Practice Research Motivation – Prove it Matters Ignores simultaneity with other practices Ignores that “systems” impact people Need to do More and Better Systems-Oriented Strategic HRM Research Overview of SHRM Research HR Practices and Performance Fit (Vertical and Horizontal) Classifying HR Practices (Bundles) Flexibility HR Practices and Performance: Seminal Studies Arthur (1992; 1994) Huselid (1995) MacDuffie (1995) Delery and Doty (1996) HR Practices and Performance: Some Additional Studies Welbourne (1996) + Youndt et al. (1996) + Delaney Huselid (1996) + Lee Chee (1996) ? Huselid, Jackson, Schuler (1997) + Shaw, Delery, Jenkins, Gupta (1998) + Lee Miller (1999) ?+ Guthrie (2000) + Ostroff, (2000) + Bae Lawler (2000) + HR and Firm Performance: Summ