Strategic HR configurations and organizational performance

Strategic HR configurations and organizational performance Over time organizations form stable operating configurations that influence their actions in the marketplace. These configurations are shaped by interactions among variables in four areas: operating environment, business strategy, HRM practices, and senior managers' values and behaviors regarding employees. More often than not they emerge in a piecemeal rather than planned fashion. However, once established, the configurations or patterns guide employee behavior, are resistant to change, and are associated with different levels of organization effectiveness. HR managers may use these configurations to diagnose their organizations' present state and orchestrate changes to increase competitive advantage. © 2000 John Wiley & Sons, Inc. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management Wiley

Strategic HR configurations and organizational performance

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Publisher
Wiley
Copyright
Copyright © 2000 John Wiley & Sons, Inc.
ISSN
0090-4848
eISSN
1099-050X
DOI
10.1002/(SICI)1099-050X(200021)39:1<5::AID-HRM2>3.0.CO;2-I
Publisher site
See Article on Publisher Site

Abstract

Over time organizations form stable operating configurations that influence their actions in the marketplace. These configurations are shaped by interactions among variables in four areas: operating environment, business strategy, HRM practices, and senior managers' values and behaviors regarding employees. More often than not they emerge in a piecemeal rather than planned fashion. However, once established, the configurations or patterns guide employee behavior, are resistant to change, and are associated with different levels of organization effectiveness. HR managers may use these configurations to diagnose their organizations' present state and orchestrate changes to increase competitive advantage. © 2000 John Wiley & Sons, Inc.

Journal

Human Resource ManagementWiley

Published: Mar 1, 2000

References

  • Strategic choice and industrial relations theory
    Kochan, Kochan; McKersie, McKersie; Cappelli, Cappelli

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