Matching human resource management strategy with competitive strategy to enhance firm performance.docx
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Matching human resource management strategy with competitive strategy to enhance firm performance.docx
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Matchinghumanresourcemanagementstrategywithcompetitivestrategytoenhancefirmperformance
Matchinghumanresourcemanagementstrategywithcompetitivestrategytoenhancefirmperformancebetter
Itisstatethat‘Thefundamentalpremiseisthatbusinessperformancewillbebetterwhenthereisanalignmentbetweencompetitivestrategyandthemanagementofcoreoperatingworkersinsidethebusiness.’thehypothesisthatfirmswhichaligntheirHRMpracticeswiththeirbusinesscompetitivestrategywillachievesuperioroutcomes.(BeckerandHuselid,1998;DyerandReeves,1995;andGuest,1997)Nomatterhow,accordingtoMartell&Carroll(1995)pointoutthatnowadays,itisacommonbeliefinthebusinessthatthehumanresourcesofanorganizationcanbeasourceofcompetitiveadvantage,providedthatthepoliciesformanagingpeoplewereintegratedwithstrategicbusinessplanningandorganizationalculture.Infact,Employeecreatesanimportantsourceofcompetitiveadvantageforfirms(Barney&Elmes,1997).Therefore,itisimportantthatfirmadoptshumanresourcemanagement(HRM)practicesthatmakebestuseofitsemployees.Incontextofthisessaygaveclearpracticalexamplesofsuchalinkthe‘does’partofquestionwhichincludesupportingorrejectingthepositiveand/orthenegatives.Andalso,thengotstuckintothe‘should’partofthequestionsoftennotingthecriticaldifferencebetweencompetitivestrategyandbusinessstrategyandtheirimplications.
TheHRManagementsystemmightaffectfirmperformanceaswellasthenecessaryconditionsfortheresystemstohaveastrategicimpact.Thebehavioralperspective(Johnson,1987)suggeststhataneffectiveHRmanagementsystemwillacquire,developandmotivatethebehaviorsnecessarytoenhancefirmperformance(Bailey,1993;Johnson,1987;Purcell,1999;Schuler&Jackson,2000).ComplementaryworkarguesthatHRmanagementsystemsprovideadditionalvaluewhentheyarepurposivelydesignedtobeinternallyconsistentandarethereafterlinkedwithfirmcompetitivestrategy(Mueller,1996).Inessence,priortheoreticalworkinthisareaconcludesthatcompetitiveadvantageisinpartaproduceofHRmanagementsystemsthatelicitemployeebehaviorsconsistentwiththefirm’sbroaderstrategicandenvironmentalcontingencies(Schuler&Jackson,2000).
ToreviewoftheliteratureindicatesthatanalignmentbetweenHRMandcompetitivestrategyhavepositivedifferenteffectsontheperformanceofbusiness.AsaccordingtoSchulerandJackson(1987)wereabletorenewthattherehasdifferentcompetitivestrategiesimplytheneedfordifferentkindsofemployeebehavior,anddifferentkindsofemployeebehaviorreflectdifferenttypesofHRMdemand,especiallybetween‘differentiators’and‘costleaders’.However,SchulerandJackson’smodelstatethatifmanagementchoosesacompetitivestrategyofdifferentiationthroughproductinnovation;thiswouldcallforhighlevelsofcreative,risk-orientatedandcooperativebehavior.Thecompany’sHRpracticeswouldthereforeneedtoemphasisselectinghighlyskilledindividuals,givingemployeesmorediscretion,usingminimalcontrols,makinggreaterinvestmentinhumanresources,providingmoreresourceforexperimentation,allowingandevenrewardingfailureandappraisingperformanceforitslongrunimplications.Forexample,theimpactofdifferentapproachestoHRMontheproductivityinsteelminimillsinUSA.Thisshowedthatthemillswithcommitmentsystemshadhigherproductivity,lowscraprates,andloweremployeeturnoverthanthosewithcontrolsystems.Inaddition,humanresourcesystemshavemoderatedtherelationshipbetweenturnoverandmanufacturingperformance.Ontheotherhandifmanagementwantstopursuecostleadership,SchulerandJackson’smodelsuggestsdesigningjobswhicharefairlyrepetitive,trainingworkersaslittleasispractical,cuttingstaffnumberstotheminimumandrewardinghighoutputandpredictablebehavior.(BoxallandPurcell2003:
53-4)
ManagementchooseswhateverabusinessperformancemodelisaveryseeminglycleardividebetweencompetitivestrategiesandtheirimplicationsforHRM,andforethics.ItisreallyonlythroughsectorlevelresearchthatwecangettogripswithcompetitivestrategyandHRM.Forexample,intheclothingindustry,thedistinctionisbetweentheprogressivebundlesystem,essentiallyatraditionalTayloristicassemblylinetypeofproductionsystem,andthemodularsystem,atypeofcellularmanufacturing,TQMandworktransformation.Thelatterproduceshigherquality,fasterturnaroundandinsomecaseslowerscost.(Bailey,1999:
31-32)Whydosofewmanufacturersadoptit?
AccordingtoAppelbaum,BaileyandBerg(2000)pointoutthat“…withoutgettingdistractedbythediffusiondebatethefocushereisoncompetitivestrategy.”(pp.23)theyalsomentionsthatinessence,earlyimplementersofthemodularsystemwereoftenunsuccessful.Later,strategiccoalitionsbetweenHRM,operationsmanagement,informationsystemsandsupplychainmanagementcametogethertolinkmodularproductionto‘leanretailing’pushedbymajorcustomers,likeWal-Mart.Theessentialrequirementwasforathreedayturnaround,comparedwitharoundthreeweeksundertheprogressivebundlesystem.
Thecriticalpoint,however,iswhatparticularmarketsarebeingservedbytheclothingmanufacturers?
ThehighlysuccessfulSpanishladiesfashionretailer,Zara,isagoodexample.Hererapidchangesinfashion,oftenwithunpredictabledemand(thusrulingoutwarehousingandextendedshelflife)requiresfastresponsefrommanufacturerslocatednearretailers’distributiondepots,withintegratedItsystems(theEPOSsystemofbarcodes)providingrapidresponseondataondemandlinkedtosupply.Meanwhile,theclosureofclothingplantsinEuropeandNorthAmericaisindicativeofanothertrend.Incommodity,nonfashionclothing,thereislittleneedforafastturnaround.Costpressuresareparamountandlowwagecountriesinthedevelopingworldbecomeincreasinglyattractive.(Wright,GardnerandMoynihan,2003)Furthermore,Clothingisalaborintensiveindustry.Theprogressivebundlesystemismoreappropriatewherecostminimizationisessentialforviabilityandsurvival,letaloneachievingcompetitiveadvantage.However,thereisanoideaofstudiesofHRMintheclothingindustryindevelopingcountriesbutworkbyWilkinsonandhiscolleagues(2001)intheJapanandMalaysiaelectronicsindustryisinstructive,notingthestreetTayloristic,shortjobcycletime,workinthelattercountrywithitsconcomitantcontrolbasedHRsystems.IfitisseriousaboutstudyingthelinksbetweenstrategyandHRMitreallyoughttobedoingmuchmorecomparativeresearchacrosstherangeofcompetitiveconditionsinasectorglobally.Thiswouldalsohavetoincludestudiesalongthesupplychainaswellasendmarket.(KinnieandSwart,2003:
14)
AnotherexampleofthelinkbetweenHRMandcompetitivestrategy,itiscanbeusefullytakenfromcallcenterswhichcontinuetogrowrapidlyindevelopingcountrieslikeIndiawithareadysupplyofwelleducatedandcheaplabor.However,thegrowthcontinuesindevelopednationstoo,astechnology,consumerpreferencesandtheopportunitytoreducecostscoincide.Oneoftheinterestingfeaturesofcallcentre,forourpurposes,ishowearlystudiestendedtolumpallsuchcentretogetherundertherubricof‘thedarksatanicmillsofthelate20thcentury’andPanopticancontrols(FernieandMetcalf1998;BainandTaylor2000).Here,marketsseenintherelationshipwithcustomers(fromtransactionaltorelation)ismatchedwithHRMpracticesfromcostminimizationtohighcommitmentmanagement.Wecouldusethesameterms‘transactional’and‘relational’inHRtoo,sincetheyarecommonlyreferredtoinstudiesofthepsychologicalcontract.
CompetitivestrategycanneverbetakenasthedominantforcedeterminingHRM(‘shouldpart’).Theserelate,firstly,tothestaticnatureofthemodelsused.ThepointmadebyWrightandSnell(1998)onanintegrationof‘fit’and‘flexibility’iswellmade.Markets,technologyandsupplylineschangeasMarksandSpencerhavefoundtotheircost.Thenistheproblemthatfirmsrarelyfaceasingle‘pure’marketwithvariousdegreesofdiversification,asmeansofriskreduction,expected.Whichcompetitivemarketshoulddominateandhowshouldmarketvariety,anddifferencesinmarketconditionsandmarketshare,bereflectedinHRM?
CanafirmhavedifferentHRsystemseachlinkedtocompetitivestrategy?
Howmuchflexibilityandknowledgesharingacrossmarketsisoptimum?
Thisisespeciallyimportantforlargemulti-divisionalcompanies.Toprominentapositiongiventocompetitivestrategyalsorelegates‘labor’toasubservientpositionaftermarket,technology,operationalanddistributionchoiceshavebeenmade.Underthislogicafailuretotakeaccountofemployeeinterests,reflectedperhapsincollectiveandindividualconflictexpressionswouldcausecompetitivedisadvantagebutgettingafitbetweenHRandcompetitivestrategyisataken-for-grantedrequirementofgoodmanagementbutwhichwouldnotleadtocompetitiveadvantage.(Poter1996:
74)
Competitivestrategy,infact,inthewholestrategyworld,astaughtandresearched,hasopenedupinrecentyearswithcompetitivestrategyseenasjustonepartofabiggerpicture.Quitehowbigthispictureis,underthegenerictitle‘businessstrategy’isshownbyGrant(2002)statethat“thetaskofbusinessstrategy…istodeterminehowthefirmwilldeployitsresourceswithinitsenvironmentandsosatisfyitslong-termgoals,andhowtoorganizeitselftoimplementthatstrategy”.(p.13)inthelateranalysisintheGrant’sbook
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