HRM and UniversalismIs There One Best WayWord文档下载推荐.docx
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Acknowledgements
TheauthorwouldliketothankGordAhrens,formerDirectorEmployeeExperience(1998,1999),andhissuccessorKirbyBrown,ofIntrawest’sWhistler/Blackcomboperations,inWhistler,BritishColumbia,fortheirparticipationandsupportofthisresearch.
Abstract
ThispaperpresentsaframeworkforunderstandingHRM:
traditionalHRM;
integrativeHRM;
strategicHRM;
anduniversalHRM.ItsuggeststhatempiricalsupportforuniversalHRMisgrowing.Italsopresentsacasestudyofonehospitalityorganization’s“universal”approachtohumanresourcemanagement–IntrawestinBritishColumbia,Canada.“Bestpractices”includeestablishingaservice-orientedculture,buildingastrongcapitalbase,motivatingemployees,andprovidingemployeeswiththeopportunitytocontribute.However,issuesrelatedtothelevelofemployeecommitmentandorganizationallifecycleareraised.ThepaperarguesthatfutureresearchshouldfocusontheapplicabilityofuniversalHRMforthehospitalityindustryaswellasprocessesandmeasuresforhelpingmanagersdemonstratetheimpactoftheirHRpractices.
ArticleType:
Casestudy
Keyword(s):
Humanresourcemanagement;
Strategy;
Motivation;
Empowerment.
Journal:
InternationalJournalofContemporaryHospitalityManagement
Volume:
14
Number:
5
Year:
2002
pp:
221-228
Copyright©
MCBUPLtd
ISSN:
0959-6119
Humanresourcemanagement(HRM)hasreceivedanever-increasingamountofattentionfromacademicsandpractitionersoverthepasttwodecades.Modelsdistinguishingbetweenpersonnelmanagementandstrategichumanresourcemanagement(SHRM)havebeenadvanced.Normativemodelshavesuggestedthatbybeingmorestrategicabouthumanresources(aligninginternallyconsistentbundlesofHRpracticeswithbusinessstrategy),organizationalperformancewillimprove.Overthepastseveralyearsthesemodelshavebeentestedempirically,althoughnotsubstantiallywithinhospitalityandtourismenterprises,andonlylimitedsupportingevidencehasbeenfound.Recentresultshavemorestronglysuggestedthattheremaybeauniversallysuperior(i.e.ahigh-commitment)approachtoHRM,regardlessofthebusinessstrategyfollowed(BambergerandMeshoulam,2000).
Withinhospitalityandtourismspecifically,debatecontinuesastothedefinitionand/ornatureofHRMandtheextenttowhichithasbeenadoptedbytheindustry(Hoque,1999;
Worsfold,1999).TherehasalsobeenacallformorefocusedempiricalresearchlookingatthelinkbetweenHRMandanumberofpotentiallyinter-relatedbusinessoutcomes(e.g.employeecommitment,servicequality,profitability)(Worsfold,1999).SupporthasalsobeenvoicedforSHRM.Forexample,drawingonhisempowermentresearch,Lashley(1997,p.184)hassuggestedthat“theremightbefouridealtypesofHRMstrategymatchedtodifferentcombinationsofservicefeatures.”Histypologyisbasedontwodimensions,externalversusinternalcontrol,andstandardizedversuscustomizedserviceoffers.Hedelineatesthesetypesasbeing“professional”,“participative”,“commandandcontrol”and“involvement”oriented.Lashley’sworkissignificantasitchallengestheveryessenceofuniversalityandreinforcesthelegitimacyofthecommandandcontrolapproachthatdominatesmuchoftheindustrytoday.
Thispaperseekstocontributetothesedebatesandinparticulararguesthattheuniversalisticapproachmayholdpromiseforthehospitalityindustry.ItdoesthisbybrieflysummarizingthenormativeandempiricalHRMliteratureandextendingtheworkofStorey(1992),whoprovidedausefulframeworkforunderstandingfourdistinctconceptionsofHRM.ItalsopresentsacasestudyoftheHRapproachusedbyIntrawestinitsmountainresortoperationsinWhistler,B.C.,Canada.Thiscasewasselectedduetosimilaritiesbetweenthecompany’sapproachanduniversalHRMprinciples.Thedatawerecollectedthroughin-depth,semi-structuredinterviewsandareviewofarchivaldata(Websites,employeehandbooks,newsletters,departmentalforms)during1998,1999,and2001.KeycontactsincludedGordAhrens,formerDirectorEmployeeExperience(1998,1999)andhissuccessor,KirbyBrown(2001).
Understandinghumanresourcemanagement:
aframework
WithinthissectionfourdistinctconceptionsofHRMarepresented:
anduniversalHRM.Whileempiricalsupportforeachoftheseperspectivesexists,dueinlargemeasuretotheirdegreeofinter-relatedness,emergingresearchprovidescompellingsupportfortheuniversalperspective.
TraditionalHRM
TraditionalHRM(THRM)hasitsrootsinpersonnelmanagement.ItsfocusisonworkerproductivitythroughdiscreteHRpracticessuchasselection,jobdesign,andincentivepaypractices(BambergerandMeshoulam,2000).EmpiricalTHRMresearchhastendedtofocusonthelinkbetweenthesepracticesandvarioushumanbehaviourandproductivityvariables(e.g.turnover,jobsatisfaction,labourcosts).Supportforthisperspectivehasbeenfound(seeforexample,HackmanandOldham,1980;
Guzzoetal.,1985;
McEvoyandCascio,1985;
WeitzmanandKruse,1990;
Cutcher-Gershenfeld,1991).BambergerandMeshoulam(2000),however,suggestthattheseresultsbetreatedwithcautionasorganizationsarecomplexsystemsanditisdifficulttoisolatetheeffectsofanyonevariable.Itisalsonotalwaysclearwhateffectfirstleveloutcomes(i.e.reducedlabourcosts)haveonsecondleveloutcomes(e.g.productquality,sales,profits).
IntegrativeHRM
Integrativehumanresourcemanagement(IHRM)isalsointerestedintheimpactofvarioushumanresourcepractices,butfocusesontheir“congruency”(Beeretal.,1985),“bundling”(MacDuffie,1995)or“degreeofinternalfit”(BambergerandMeshoulam,2000).Empiricalsupportforthisapproachhasalsobeenfound.Forexample,Wrightetal.(1998)studiedtheimpactofanumberofhigh-commitmentorhigh-performanceHRpracticesinpetrochemicalrefineriesandfoundthat:
Commitmentorientedselection,compensation,andappraisalpracticeswerepositivelyrelatedtorefineryfinancialperformanceonlyinthosecasesinwhichahighlyparticipativeworksystemwasinplace.Thesepracticeswereinverselyrelatedtorefineryperformancewhennosuchsystemwasinplaceandemployeeparticipationwaslow.Moreover,refineriesallowingemployeestoexercisediscretionarybehaviour(e.g.,activities,decisionmaking)directedtowardtheachievementoforganizationallyrelevantgoalswerefoundtoexhibitsuperiorperformanceonlywhenabundleofHRpracticesconsistentwithacommitmentHRstrategy(e.g.selectivestaffing,emphasisontraininganddevelopment,contingentcompensation)wereimplemented(BambergerandMeshoulam,2000,p.179).
WhatisnotclearfromWrightetal.’s(1998)researchiswhetherthereisanyempiricalsupportforanintegratedHRapproachthatisconsistentwithalow-commitmentHRapproach(e.g.littleinvolvement,littletraining,externalrecruitment,etc.).
StrategicHRM
Strategichumanresourcemanagement(SHRM)isalsoreferredtoasa“contingency,”“best-fit,”or“externalfit”approach.FromtheSHRMperspective,theclosertheexternalfitbetweenanorganization’sHRMpoliciesandpractices,anditsoverallcompetitivestrategyorposition,themoreeffectivetheorganizationwillbe.
SHRMbuildsonthepioneeringworkofChandler(1962)whocoinedthephrase“structurefollowsstrategy.”Chandler’sworkalsoledtothedevelopmentoforganizationallifecyclemodelswhichsuggeststhatHRMpracticesshouldchangeovertimedependingonwhethertheorganizationisinastageofformation,growth,maturity,ordecline(SchulerandJackson,1987a;
Robbins,1990).Forexample,whenorganizationsareformingorgrowingthemajorrecruitmentsourceistheexternallabourmarketwhichshouldbetappedbyofferinganentrepreneurialenvironment,highlevelsofemployeeparticipation,beingapayorbenefitsleader,and/ortyingwagestoprofitabilityoremployeeskills.Incontrast,inmatureorganizationstheemphasisswitchesfrominnovationtoefficiencyandfromrecruitmenttoretention.Jobstendtobemorenarrowlydefined,structuresandrulesbecomemoreformalized,andwagestendtobebasedmoreongradedefinitionthanprofitabilityorskills.
SHRMalsobuildsonthestrategictypologiesdevelopedinthe1970sand1980sbysuchtheoristsasMilesandSnow(1978),Porter(1980,1990),Miller(1987),SchulerandJackson(1987b)andSchuler(1989).Forexample,SchulerandJackson(1987b)andSchuler(1989)matchedthreegenericorganizationalstrategies(i.e.costreduction,innovation,andqualityenhancement)withthreegenericHRMphilosophies(i.e.utilization,facilitation,andaccumulation).Theysuggestedthatorganizationsfollowingacostreduction/utilizationstrategyseektominimizelabourcostsandplacelittleemphasisonupwardmobilityortraining.Organizationsfollowingthisapproachrecruitfromtheexternaljobmarket,designnarrowjobs,focusonindividualandimmediateperformanceissues,andprovidelittlejobsecurity(Huang,2001).
Incontrast,organizationspursuinganinnovation/facilitationstrategyemphasizecreativityandcollaboration.Theyseekemployeeswhoarecreative,cooperative,flexible,committedtothegoalsoftheorganization,andcancopewithuncertaintyandambiguity.Theyprovidebroadjobdescriptions,extensiveemployeeinteraction,promotefromwithin,emphasizetraininganddevelopment,useperformanceevaluationsthatstressteamworkandalong-termorientatio
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