STRATEGIC HUMAN RESOURCE MANAGEMENT
i
iii
Michael Armstrong
London and Philadelphia
STRATEGIC
HUMAN RESOURCE
MANAGEMENT
A GUIDE TO ACTION
3RD EDITION
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is
accurate at the time of going to press, and the publishers and authors cannot accept responsibility
for any errors or omissions, however caused. No responsibility for loss or damage occasioned
to any person acting, or refraining from action, as a result of the material in this
publication can be accepted by the editor, the publisher or the author.
First published in Great Britain in 1992 as Human Resource Management: Strategy and Action
Second edition published as Strategic Human Resource Management: A Guide to Action 2000
Third edition 2006
Apart from any fair dealing for the purposes of research or private study, or criticism or
review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may
only be reproduced, stored or transmitted, in any form or by any means, with the prior
permission in writing of the publishers, or in the case of reprographic reproduction in accordance
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outside these terms should be sent to the publishers at the undermentioned addresses:
120 Pentonville Road 525 South 4th Street, #241
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www.kogan-page.co.uk
© Michael Armstrong, 1992, 2000, 2006
The right of Michael Armstrong to be identified as the author of this work has been asserted
by him in accordance with the Copyright, Designs and Patents Act 1988.
ISBN 0 7494 4511 4
British Library Cataloguing-in-Publication Data
ACIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Armstrong, Michael, 1928–
Strategic human resource management : a guide to action / Michael
Armstrong.-- 3rd ed.
p. cm.
Includes bibliographical references and index.
ISBN 0-7494-4511-4
1. Personnel management. I. Title.
HF5549.A89784 2005
658.3 01--dc22
2005024402
Typeset by Saxon Graphics Ltd, Derby
Printed and bound in the United States by Thomson-Shore, Inc.
iv
Contents
Preface ix
PART 1 THE FRAMEWORK OF STRATEGIC HUMAN RESOURCE
MANAGEMENT
1 Human resource management 3
Human resource management defined 3; Models of HRM 4;
Aims of HRM 6; Characteristics of HRM 8; Reservations about
HRM 13; HRM and personnel management 16
2 Strategy: concept and process 19
Strategy defined 19; The concept of strategy 20; The
fundamentals of strategy 22; The formulation of strategy 24
3 Strategic human resource management: concept and process 29
Strategic HRM defined 29; The meaning of strategic HRM 30;
Aims of strategic HRM 30; Approaches to strategic HRM 31;
Limitations to the concept of strategic HRM 35; Conclusion 35
4 HR strategies 37
HR strategies defined 37; Types of HR strategies 38; Criteria for
an effective HR strategy 42
v
PART 2 STRATEGIC HUMAN RESOURCE MANAGEMENT IN
ACTION
5 Formulating and implementing HR strategies 47
Fundamental process considerations 48; Characteristics of the
process 49; Developing HR strategies 52; Setting out the
strategy 64; Conducting a strategic review 65; Implementing HR
strategies 69
6 Improving business performance through strategic HRM 71
How HR impacts on organizational performance 72; How HRM
strategies make an impact 75; How strategic HRM concepts
impact on practice 77
7 Roles in strategic HRM 79
The strategic role of top management 79; The strategic role of
front-line management 79; The strategic role of the HR director 81;
The strategic role of HR specialists 81
PART 3 HR STRATEGIES
8 Strategies for improving organizational effectiveness 89
Strategies for improving organizational effectiveness 90;
Strategies for organizational development 91; Strategies for
organizational transformation 95; Strategies for culture
management 99; Strategies for knowledge management 106;
Commitment strategy 110; Strategies for developing a climate
of trust 112; Quality management strategies 114; Continuous
improvement strategies 115; Customer service strategy 115
9 Resourcing strategy 117
Resourcing strategy defined 117; The objective of resourcing
strategy 117; The strategic HRM approach to resourcing 118;
Integrating business and resourcing strategies 118; Bundling
resourcing strategies and activities 119; The components of
employee resourcing strategy 120; Human resource
planning 120; Resourcing plans 123; Retention strategy 126;
Flexibility strategy 130; Talent management strategy 130
10 Learning and development strategy 133
Strategic HRD 133; Strategies for creating a learning
culture 136; Organizational learning strategies 137;
vi l Contents
Learning organization strategy 138; Individual learning
strategies 139
11 Strategies for managing performance 141
Performance management 142; Performance management
defined 142; Purpose of performance management 143;
Performance management concerns 143; The scope of
performance management strategy 144; The process of
performance management 145; Conclusion 147
12 Reward strategy 149
Reward strategy defined 149; Why have a reward strategy? 149;
Characteristics of reward strategy 150; The structure of reward
strategy 150; The content of reward strategy 151; Guiding
principles 154; Developing reward strategy 155; Effective
reward strategies 157; Reward strategy and line management
capability 158
13 Employee relations strategy 159
Employee relations strategy defined 159; Concerns of employee
relations strategy 160; Strategic directions 160; The background
to employee relations strategies 161; The HRM approach to
employee relations 161; Policy options 163; Formulating
employee relations strategies 163; Partnership agreements 164;
Employee voice strategies 166
References 169
Further reading 179
Author index 185
Subject index 189
Contents l vii
Preface
This third edition of Strategic Human Resource Management has been substantially
revised to incorporate the latest research and thinking. A number of
chapters such as those concerned with strategic HRM in general in Parts 1
and 2 have been almost completely rewritten, as has Chapter 12 on reward
strategies. A new chapter on enhancing organizational effectiveness has
been included and revisions made to all the other chapters.
The book is set out under the following headings:
• Part 1: The framework of strategic human resource management. This
provides an introduction to HRM, the general concept of strategy and
the process of strategic HRM.
• Part 2: Strategic human resource management in action. This describes the
formulation and implementation of HRM strategies, the impact of
strategic human resource management, the strategic contribution of the
HR function, and roles in strategic HRM.
• Part 3: HR strategies. This covers each of the main areas in which HR
strategies are developed, namely: enhancing organizational effectiveness,
resourcing, learning and development, managing performance, reward
and employee relations.
ix
Part 1
The framework of strategic
human resource
management
1
1
Human resource
management
In this chapter, the concept of human resource management (HRM) is
defined initially and the various models of HRM are described.
Consideration is then given to its aims and characteristics. The chapter
concludes with a review of reservations about HRM and the relationship
between HRM and personnel management.
HUMAN RESOURCE MANAGEMENT DEFINED
Human resource management is defined as a strategic and coherent
approach to the management of an organization’s most valued assets – the
people working there who individually and collectively contribute to the
achievement of its objectives.
John Storey (1989) believes that HRM can be regarded as a ‘set of interrelated
policies with an ideological and philosophical underpinning’. He
suggests four aspects that constitute the meaningful version of HRM:
l a particular constellation of beliefs and assumptions;
l a strategic thrust informing decisions about people management;
3
l the central involvement of line managers;
l reliance upon a set of ‘levers’ to shape the employment relationship.
MODELS OF HRM
The matching model of HRM
One of the first explicit statements of the HRM concept was made by the
Michigan School (Fombrun et al, 1984). They held that HR systems and the
organization structure should be managed in a way that is congruent with
organizational strategy (hence the name ‘matching model’). They further
explained that there is a human resource cycle (an adaptation of which is
illustrated in Figure 1.1), which consists of four generic processes or functions
that are performed in all organizations. These are:
l selection – matching available human resources to jobs;
l appraisal (performance management);
l rewards – ‘the reward system is one of the most under-utilized and
mishandled managerial tools for driving organizational performance’; it
must reward short- as well as long-term achievements, bearing in mind that
‘business must perform in the present to succeed in the future’;
l development – developing high-quality employees.
4 l The framework of strategic HRM
Selection
Rewards
Development
Performance
management
Performance
Figure 1.1 The human resource cycle (adapted from Fombrun et al, 1984)
The Harvard framework
The other founding fathers of HRM were the Harvard school of Beer et al
(1984) who developed what Boxall (1992) calls the ‘Harvard framework’.
This framework is based on the belief that the problems of historical
personnel management can only be solved:
when general managers develop a viewpoint of how they wish to see
employees involved in and developed by the enterprise, and of what HRM
policies and practices may achieve those goals. Without either a central
philosophy or a strategic vision – which can be provided only by general
managers – HRM is likely to remain a set of independent activities, each
guided by its own practice tradition.
Beer and his colleagues believed that ‘today, many pressures are demanding
a broader, more comprehensive and more strategic perspective with regard
to the organization’s human resources’. These pressures have created a need
for: ‘A longer-term perspective in managing people and consideration of
people as potential assets rather than merely a variable cost’. They were the
first to underline the HRM tenet that it belongs to line managers. They also
stated that: ‘human resource management involves all management decisions
and action that affect the nature of the relationship between the organization
and its employees – its human resources’.
The Harvard school suggested that HRM had two characteristic
features: 1) line managers accept more responsibility for ensuring the
alignment of competitive strategy and personnel policies; 2) personnel has
the mission of setting policies that govern how personnel activities are
developed and implemented in ways that make them more mutually reinforcing.
The Harvard framework as modelled by Beer et al is shown in
Figure 1.2.
According to Boxall (1992) the advantages of this model are that it:
l incorporates recognition of a range of stakeholder interests;
l recognizes the importance of ‘trade-offs’, either explicitly or implicitly,
between the interests of owners and those of employees as well as
between various interest groups;
l widens the context of HRM to include ‘employee influence’, the organization
of work and the associated question of supervisory style;
l acknowledges a broad range of contextual influences on management’s
choice of strategy, suggesting a meshing of both product market and sociocultural
logics;
l emphasizes strategic choice – it is not driven by situational or environmental
determinism.
Human resource management l 5
The Harvard model has exerted considerable influence over the theory and
practice of HRM, particularly in its emphasis on the fact that HRM is the
concern of management in general rather than the personnel function in
particular.
AIMS OF HRM
The overall purpose of human resource management is to ensure that the
organization is able to achieve success through people. As Ulrich and Lake
(1990) remark: ‘HRM systems can be the source of organizational capabilities
that allow firms to learn and capitalize on new opportunities.’
Specifically, HRM is concerned with achieving objectives in the areas
summarized below.
Organizational effectiveness
‘Distinctive human resource practices shape the core competencies that
determine how firms compete’ (Cappelli and Crocker-Hefter, 1996).
6 l The framework of strategic HRM
Stakeholder
interests:
• shareholders
• management
• employees
• government
• unions
Situational factors:
•
work force
characteristics
•
business strategy
and conditions
•
management
philosophy
•
labour market
•
unions
•
task technology
laws and social
values
HRM policy
choices:
•
employee
influence
•
human
resource flow
•
reward
systems
• work systems
HR outcomes:
•
commitment
•
congruence
•
cost
effectiveness
Long-term
consequences:
• individual
well-being
•
organizational
effectiveness
•
societal
well-being
•
Figure 1.2 The Harvard model of HRM (from Beer et al, 1984)
Extensive research (see Chapter 4) has shown that such practices can make a
significant impact on firm performance. HRM strategies aim to support
programmes for improving organizational effectiveness by developing
policies in such areas as knowledge management, talent management and
generally creating ‘a great place to work’. This is the ‘big idea’ as described
by Purcell et al (2003), which consists of a ‘clear vision and a set of integrated
values’. More specifically, HR strategies can be concerned with the development
of continuous improvement and customer relations policies.
Human capital
The human capital of an organization consists of the people who work
there and on whom the success of the business depends. Human capital
has been defined by Bontis et al (1999) as follows: ‘Human capital represents
the human factor in the organization; the combined intelligence,
skills and expertise that gives the organization its distinctive character.
The human elements of the organization are those that are capable of
learning, changing, innovating and providing the creative thrust which if
properly motivated can ensure the long-term survival of the organization.’
Human capital can be regarded as the prime asset of an organization, and
businesses need to invest in that asset to ensure their survival and growth.
HRM aims to ensure that the organization obtains and retains the skilled,
committed and well-motivated workforce it needs. This means taking steps
to assess and satisfy future people needs and to enhance and develop the
inherent capacities of people – their contributions, potential and employability
– by providing learning and continuous development opportunities.
It involves the operation of ‘rigorous recruitment and selection procedures,
performance-contingent incentive compensation systems, and management
development and training activities linked to the needs of the business’
(Becker et al, 1997). It also means engaging in talent management – the
process of acquiring and nurturing talent, wherever it is and wherever it is
needed, by using a number of interdependent HRM policies and practices in
the fields of resourcing, learning and development, performance
management and succession planning.
Knowledge management
Knowledge management is ‘any process or practice of creating, acquiring,
capturing, sharing and using knowledge, wherever it resides, to enhance
learning and performance in organizations’ (Scarborough et al 1999). HRM
aims to support the development of firm-specific knowledge and skills that
are the result of organizational learning processes.
Human resource management l 7
Reward management
HRM aims to enhance motivation, job engagement and commitment by
introducing policies and processes that ensure that people are valued and
rewarded for what they do and achieve, and for the levels of skill and
competence they reach.
Employee relations
The aim is to create a climate in which productive and harmonious relationships
can be maintained through partnerships between management and
employees and their trade unions.
Meet diverse needs
HRM aims to develop and implement policies that balance and adapt to the
needs of its stakeholders and provide for the management of a diverse
workforce, taking into account individual and group differences in
employment, personal needs, work style and aspirations, and the provision
of equal opportunities for all.
Rhetoric and reality
The research conducted by Gratton et al (1999) found that there was
generally a wide gap between the sort of rhetoric expressed above and
reality. Managements may start with good intentions to do some or all of
these things, but the realization of them – ‘theory in use’ – is often very
difficult. This arises because of contextual and process problems: other
business priorities, short-termism, lack of support from line managers, an
inadequate infrastructure of supporting processes, lack of resources,
resistance to change and lack of trust.
CHARACTERISTICS OF HRM
The characteristics of the HRM concept as they emerged from the writings
of the pioneers and later commentators are that it is:
l diverse;
l strategic, with an emphasis on integration;
l commitment-orientated;
l based on the belief that people should be treated as human capital;
8 l The framework of strategic HRM
l unitarist rather than pluralist, individual rather than collective, with
regard to employee relations;
l a management-driven activity – the delivery of HRM is a line
management responsibility;
l focused on business values.
The diversity of HRM
But these characteristic of HRM are by no means universal. There are many
models, and practices within different organizations are diverse, often only
corresponding to the conceptual version of HRM in a few respects.
Hendry and Pettigrew (1990) play down the prescriptive element of the
HRM model and extend the analytical elements. As pointed out by Boxall
(1992), such an approach rightly avoids labelling HRM as a single form and
advances more slowly by proceeding more analytically. It is argued by
Hendry and Pettigrew that ‘better descriptions of structures and strategymaking
in complex organizations, and of frameworks for understanding
them, are an essential underpinning for HRM’.
A distinction was made by Storey (1989) between the ‘hard’ and ‘soft’
versions of HRM. The hard version of HRM emphasizes that people are
important resources through which organizations achieve competitive
advantage. These resources have therefore to be acquired, developed and
deployed in ways that will benefit the organization. The focus is on the quantitative,
calculative and business-strategic aspects of managing human resources
in as ‘rational’ a way as for any other economic factor. As Guest (1999)
comments: ‘the drive to adopt HRM is… based on the business case of a need to
respond to an external threat from increasing competition. It is a philosophy
that appeals to managements who are striving to increase competitive
advantage and appreciate that to do this they must invest in human resources
as well as new technology.’ He also commented that HRM ‘reflects a longstanding
capitalist tradition in which the worker is regarded as a commodity’.
The emphasis is therefore on the interests of management, integration with
business strategy, obtaining added value from people by the processes of
human resource development and performance management and the need for
a strong corporate culture expressed in mission and value statements and reinforced
by communications, training and performance management processes.
The soft version of HRM traces its roots to the human-relations school. It
emphasizes communication, motivation and leadership. As described by
Storey (1989) it involves ‘treating employees as valued assets, a source of
competitive advantage through their commitment, adaptability and high
quality (of skills, performance and so on)’. It therefore views employees, in
the words of Guest (1999), as means rather than objects. The soft approach to
Human resource management l 9
HRM stresses the need to gain the commitment – the ‘hearts and minds’ – of
employees through involvement, communications and other methods of
developing a high-commitment, high-trust organization. Attention is also
drawn to the key role of organizational culture.
In 1998, Karen Legge defined the ‘hard’ model of HRM as a process
emphasizing ‘the close integration of human resource policies with business
strategy which regards employees as a resource to be managed in the same
rational way as any other resource being exploited for maximum return’. In
contrast, the soft version of HRM sees employees as ‘valued assets and as a
source of competitive advantage through their commitment, adaptability
and high level of skills and performance’.
It has, however, been observed by Truss (1999) that, ‘even if the rhetoric of
HRM is soft, the reality is often hard, with the interests of the organization
prevailing over those of the individual’. And research carried out by Gratton
et al (1999) found that, in the eight organizations they studied, a mixture of
hard and soft HRM approaches was identified. This suggested to the
researchers that the distinction between hard and soft HRM was not as
precise as some commentators have implied.
The strategic nature of HRM
Perhaps the most significant feature of HRM is the importance attached to
strategic integration, which flows from top management’s vision and leadership,
and which requires the full commitment of people to it.
David Guest (1987, 1989a, 1989b, 1991) believes that a key policy goal for
HRM is strategic integration, by which he means the ability of the organization
to integrate HRM issues into its strategic plans, to ensure that the
various aspects of HRM cohere, and to provide for line managers to incorporate
an HRM perspective into their decision making.
Karen Legge (1989) considers that one of the common themes of the
typical definitions of HRM is that human resource policies should be integrated
with strategic business planning. Keith Sisson (1990) suggests that a
feature increasingly associated with HRM is a stress on the integration of HR
policies both with one another and with business planning more generally.
John Storey (1989) suggests that: ‘the concept locates HRM policy formulation
firmly at the strategic level and insists that a characteristic of HRM is
its internally coherent approach’.
The commitment-orientated nature of HRM
The importance of commitment and mutuality was emphasized by Walton
(1985) as follows: ‘The new HRM model is composed of policies that
10 l The framework of strategic HRM
promote mutuality – mutual goals, mutual influence, mutual respect,
mutual rewards, mutual responsibility. The theory is that policies of mutuality
will elicit commitment which in turn will yield both better economic
performance and greater human development.’
David Guest (1987) wrote that one of the HRM policy goals was the
achievement of high commitment – ‘behavioural commitment to pursue
agreed goals, and attitudinal commitment reflected in a strong identification
with the enterprise’.
It was noted by Karen Legge (1995) that human resources ‘may be tapped
most effectively by mutually consistent policies that promote commitment
and which, as a consequence, foster a willingness in employees to act flexibly
in the interests of the “adaptive organization’s” pursuit of excellence’.
But this emphasis on commitment has been criticized from the earliest
days of HRM. Guest (1987) asked: ‘commitment to what?’, and Fowler
(1987) has stated:
At the heart of the concept is the complete identification of employees with
the aims and values of the business – employee involvement but on the
company’s terms. Power, in the HRM system, remains very firmly in the hands
of the employer. Is it really possible to claim full mutuality when at the end of
the day the employer can decide unilaterally to close the company or sell it to
someone else?
People as ‘human capital’
The notion that people should be regarded as assets rather than variable
costs, in other words treated as human capital, was originally advanced by
Beer et al (1984). HRM philosophy, as mentioned by Karen Legge (1995),
holds that ‘human resources are valuable and a source of competitive
advantage’. Armstrong and Baron (2002) stated that: ‘People and their
collective skills, abilities and experience, coupled with their ability to deploy
these in the interests of the employing organization, are now recognized as
making a significant contribution to organizational success and as constituting
a significant source of competitive advantage.’
Unitarist philosophy
The HRM approach to employee relations is unitarist not pluralist – it is
believed that employees share the same interests as employers. In the words
of Gennard and Judge (1997), organizations are assumed to be ‘harmonious
and integrated, all employees sharing the organizational goals and working
as members of one team’.
Human resource management l 11
Guest (1987, 1989a, 1989b, 1991) considers that HRM values are: unitarist
to the extent that they assume no underlying and inevitable differences of
interest between management and workers; and individualistic in that they
emphasize the individual–organization linkage in preference to operating
through group and representative systems.
HRM as a management-driven activity
HRM can be described as a central, senior-management-driven strategic
activity, which is developed, owned and delivered by management as a
whole to promote the interests of the organization that they serve. John
Purcell (1993) thinks that ‘the adoption of HRM is both a product of and a
cause of a significant concentration of power in the hands of management’,
while the widespread use ‘of the language of HRM, if not its practice, is a
combination of its intuitive appeal to managers and, more importantly, a
response to the turbulence of product and financial markets’. He asserts that
HRM is about the rediscovery of management prerogative. He considers that
HRM policies and practices, when applied within a firm as a break from the
past, are often associated with words such as ‘commitment’, ‘competence’,
‘empowerment’, ‘flexibility’, ‘culture’, ‘performance’, ‘assessment’, ‘reward’,
‘teamwork’, ‘involvement’, ‘cooperation’, ‘harmonization’, ‘quality’ and
‘learning’. But ‘the danger of descriptions of HRM as modern bestmanagement
practice is that they stereotype the past and idealize the future’.
Keith Sisson (1990) suggested that: ‘The locus of responsibility for
personnel management no longer resides with (or is “relegated to”)
specialist managers.’ More recently, Purcell et al (2003) underlined the
importance of line management commitment and capability as the means
by which HR policies are brought to life.
Focus on business values
The concept of HRM is largely based on a management- and businessorientated
philosophy. It is concerned with the total interests of the organization
– the interests of the members of the organization are recognized but
subordinated to those of the enterprise. Hence the importance attached to
strategic integration and strong cultures, which flow from top management’s
vision and leadership, and which require people who will be committed to
the strategy, who will be adaptable to change and who will fit the culture.
By implication, as Guest (1991) says: ‘HRM is too important to be left to
personnel managers.’
In 1995 Karen Legge noted that HRM policies are adapted to drive
business values and are modified in the light of changing business objec-
12 l The framework of strategic HRM
tives and conditions. She describes this process as ‘thinking pragmatism’
and suggests that evidence indicates more support for the hard versions of
HRM than the soft version.
RESERVATIONS ABOUT HRM
For some time, HRM was a controversial topic, especially in academic
circles. The main reservations have been that HRM promises more than it
delivers and that its morality is suspect.
HRM promises more than it can deliver
Comment
Noon (1992) has commented that HRM has serious deficiencies as a theory:
‘It is built with concepts and propositions, but the associated variables and
hypotheses are not made explicit. It is too comprehensive… If HRM is
labelled a “theory” it raises expectations about its ability to describe and
predict.’ Guest (1991) believes that HRM is an ‘optimistic but ambiguous
concept’; it is all hype and hope.
Mabey et al (1998) follow this up by asserting that ‘the heralded outcomes
(of HRM) are almost without exception unrealistically high’. To put the
concept of HRM into practice involves strategic integration, developing a
coherent and consistent set of employment policies, and gaining
commitment. This requires high levels of determination and competence at
all levels of management and a strong and effective HR function staffed by
business-orientated people. It may be difficult to meet these criteria, especially
when the proposed HRM culture conflicts with the established
corporate culture and traditional managerial attitudes and behaviour.
Gratton et al (1999) are convinced on the basis of their research that there
is ‘a disjunction between rhetoric and reality in the area of human resource
management between HRM theory and HRM practice, between what the
HR function says it is doing and that practice as perceived by employers,
and between what senior management believes to be the role of the HR
function, and the role it actually plays’. In their conclusions they refer to the
‘hyperbole and rhetoric of human resource management’.
Response
There is no doubt that many organizations that think they are practising
HRM are doing nothing of the kind. It is difficult, and it is best not to expect
Human resource management l 13
too much. Most of the managements who hurriedly adopted performancerelated
pay as an HRM device that would act as a lever for change have been
sorely disappointed.
But the research conducted by Guest and Conway (1997) covering a stratified
random sample of 1,000 workers established that a notably high level
of HRM was found to be in place. This contradicts the view that
management has tended to ‘talk up’ the adoption of HRM practices. The
HRM characteristics covered by the survey included the opportunity to
express grievances and raise personal concerns on such matters as opportunities
for training and development, communications about business issues,
single status, effective systems for dealing with bullying and harassment at
work, making jobs interesting and varied, promotion from within,
involvement programmes, no compulsory redundancies, performancerelated
pay, profit sharing and the use of attitude surveys.
The philosophy of HRM is indeed aspirational, but what is wrong with
trying to do better, even if success is hard to obtain? The incessant reference
to the rhetoric/reality gap by academics suggests that there is a deeply held
and cynical belief amongst them that managements never mean what they
say or, if they do mean it, don’t do anything about it. This may be so in some
cases but it is not a universal characteristic.
Academics often refer to the ‘rhetoric’ of HR practitioners, but should
more accurately have referred to the rhetoric of the HR academics who have
been debating what HRM means, how different it is, whether or not it is a
good thing and indeed whether or not it exists, endlessly and unproductively.
Practitioners have pressed on regardless, in the justified belief that
what the academics were writing about had little relevance to their day-today
lives as they wrestle with the realities of organizational life. They did
not suddenly see the light in the 1980s and change their ways, for better or
for worse. The true personnel or HR professionals just kept on doing what
they had always done but tried to do it better. They took note of the much
wider range of publications about HR practices and the information on socalled
‘best practice’ provided by management consultants and conference
organizers, and they learnt from the case studies emanating from the
research conducted by the burgeoning academic institutions. They also
recognized that to succeed in an increasingly competitive world they had to
become more professional, and they are encouraged to do so by bodies such
as the Chartered Institute of Personnel and Development. They took
account of new ideas and implemented new practices because they were
persuaded that they were appropriate, not because they fitted into any sort
of HRM philosophy.
14 l The framework of strategic HRM
The morality of HRM
Comment
HRM is accused by many academics of being manipulative if not positively
immoral. Willmott (1993) remarks that HRM operates as a form of insidious
‘control by compliance’ when it emphasizes the need for employees to be
committed to do what the organization wants them to do. It preaches mutuality
but the reality is that behind the rhetoric it exploits workers. It is, they
say, a wolf in sheep’s clothing (Keenoy, 1990a). As Legge (1998) pointed out:
Sadly, in a world of intensified competition and scarce resources, it seems
inevitable that, as employees are used as means to an end, there will be some
who will lose out. They may even be in the majority. For these people, the soft
version of HRM may be an irrelevancy, while the hard version is likely to be an
uncomfortable experience.
Response
The accusation that HRM treats employees as means to an end is often made.
However, it could be argued that if organizations exist to achieve ends,
which they obviously do, and if those ends can only be achieved through
people, which is clearly the case, the concern of managements for
commitment and performance from those people is not unnatural and is not
attributable to the concept of HRM – it existed in the good old days of
personnel management before HRM was invented. What matters is how
managements treat people as ends and what managements provide in return.
Much of the hostility to HRM expressed by a number of academics is
based on the belief that it is hostile to the interests of workers, ie that it is
managerialist. However, the Guest and Conway (1997) research established
that the reports of workers on outcomes showed that a higher number of HR
practices were associated with higher ratings of fairness, trust and
management’s delivery of their promises. Those experiencing more HR
activities also felt more secure in and more satisfied with their jobs.
Motivation was significantly higher for those working in organizations
where more HR practices were in place. In summary, as commented by
Guest (1999), it appears that workers like their experience of HRM. These
findings appear to contradict the ‘radical critique’ view produced by
academics such as Mabey et al (1998) that HRM has been ineffectual, pernicious
(ie managerialist) or both. Some of those who adopt this stance tend to
dismiss favourable reports from workers about HRM on the grounds that
they have been brainwashed by management. But there is no evidence to
support this view.
Human resource management l 15
And, as Armstrong (2000) pointed out:
HRM cannot be blamed or given credit for changes that were taking place
anyway. For example, it is often alleged to have inspired a move from pluralism
to unitarism in industrial relations. But newspaper production was moved from
Fleet Street to Wapping by Murdoch, not because he had read a book about
HRM but as a means of breaking the print unions’ control.
Contradictions in the reservations about HRM
Guest (1999) has suggested that there are two contradictory concerns about
HRM. The first as formulated by Legge (1995, 1998) is that while
management rhetoric may express concern for workers, the reality is
harsher. And Keenoy (1997) complains that: ‘The real puzzle about HRMism
is how, in the face of such apparently overwhelming critical “refutation”, it
has secured such influence and institutional presence.’ Other writers,
however, simply claim that HRM does not work. Scott (1994), for example,
finds that both management and workers are captives of their history and
find it very difficult to let go of their traditional adversarial orientations.
But these contentions are contradictory. Guest (1999) remarks that ‘it is
difficult to treat HRM as a major threat (though what it is a threat to is not
always made explicit) deserving of serious critical analysis while at the
same time claiming that it is not practiced or is ineffective’.
HRM AND PERSONNEL MANAGEMENT
A debate about the differences, if any, between HRM and personnel
management went on for some time. It has died down now, especially as the
terms HRM and HR are now in general use both in their own right and as
synonyms for personnel management, but understanding of the concept of
HRM is enhanced by analysing what the differences are and how traditional
approaches to personnel management have evolved to become the presentday
practices of HRM.
Some commentators (Legge, 1989, 1995; Keenoy, 1990b; Sisson, 1990;
Storey, 1993; Hope-Hailey et al, 1998) have highlighted the revolutionary
nature of HRM. Others have denied that there is any significant difference
in the concepts of personnel management and HRM. Torrington (1989)
suggested that: ‘Personnel management has grown through assimilating a
number of additional emphases to produce an even richer combination of
experience… HRM is no revolution but a further dimension to a multifaceted
role.’
16 l The framework of strategic HRM
The conclusion based on interviews with HR and personnel directors
reached by Gennard and Kelly (1994) on this issue was that ‘it is six of one
and half a dozen of the other and it is a sterile debate’. An earlier answer to
this question was made by Armstrong (1987):
HRM is regarded by some personnel managers as just a set of initials or old
wine in new bottles. It could indeed be no more and no less than another
name for personnel management, but as usually perceived, at least it has
the virtue of emphasizing the virtue of treating people as a key resource, the
management of which is the direct concern of top management as part of the
strategic planning processes of the enterprise. Although there is nothing new in
the idea, insufficient attention has been paid to it in many organizations.
The similarities and differences between HRM and personnel management are
summarized in Table 1.1.
The differences between personnel management and human resource
management appear to be substantial but they can be seen as a matter of
emphasis and approach rather than one of substance. Or, as Hendry and
Pettigrew (1990) put it, HRM can be perceived as a ‘perspective on
personnel management and not personnel management itself’.
Human resource management l 17
18 l The framework of strategic HRM
Table 1.1 Similarities and differences between HRM and personnel
management
Similarities Differences
1. Personnel management strategies, 1. HRM places more emphasis on
like HRM strategies, flow from the strategic fit and integration.
business strategy.
2. Personnel management, like HRM, 2. HRM is based on a managementrecognizes
that line managers are and business-orientated
responsible for managing people. philosophy.
The personnel function provides the
necessary advice and support services
to enable managers to carry out their
responsibilities.
3. The values of personnel management 3. HRM attaches more importance to
and at least the ‘soft’ version of HRM the management of culture and the
are identical with regard to ‘respect achievement of commitment
for the individual’, balancing (mutuality).
organizational and individual needs,
and developing people to achieve
their maximum level of competence
both for their own satisfaction and to
facilitate the achievement of
organizational objectives.
4. Both personnel management and 4. HRM places greater emphasis on
HRM recognize that one of their the role of line managers as the
most essential functions is that of implementers of HR policies.
matching people to ever-changing
organizational requirements – placing
and developing the right people in
and for the right jobs.
5. The same range of selection, 5. HRM is a holistic approach
competence analysis, performance concerned with the total interests
management, training, management of the business – the interests of
development and reward the members of the organization
management techniques are used are recognized but subordinated to
both in HRM and in personnel those of the enterprise.
management.
6. Personnel management, like the 6. HR specialists are expected to be
‘soft’ version of HRM, attaches business partners rather than
importance to the processes of personnel administrators.
communication and participation
within an employee relations system.
2
Strategy: concept and
process
This chapter starts with a definition of strategy and goes on to describe the
fundamentals of strategy in more detail. It concludes with a review of the
process of strategy formulation.
STRATEGY DEFINED
Strategy is about deciding where you want to go and how you mean to get
there. A strategy is a declaration of intent: ‘This is what we want to do and
this is how we intend to do it.’ Strategies define longer-term goals but they
are more concerned with how those goals should be achieved. Strategy is
the means to create value. Agood strategy is one that works, one that guides
purposeful action to deliver the required result.
Strategy has been defined in other ways by the many writers on this
subject, for example:
Strategy is the determination of the basic long-term goals and objectives of an
enterprise, and the adoption of courses of action and the allocation of
resources necessary for carrying out these goals.
(Chandler, 1962)
19
Strategy is a set of fundamental or critical choices about the ends and means of
a business.
(Child, 1972)
Strategy is concerned with the long-term direction and scope of an organization.
It is also crucially concerned with how the organization positions itself with
regard to the environment and in particular to its competitors… It is concerned
with establishing competitive advantage, ideally sustainable over time, not by
technical manoeuvring, but by taking an overall long-term perspective.
(Faulkner and Johnson, 1992)
Strategy is the direction and scope of an organization over the longer term ideally,
which matches its resources to its changing environment, and in particular, to its
markets, customers and clients to meet stakeholder expectations.
(Johnson and Scholes, 1993)
Business strategy is concerned with the match between the internal capabilities
of the company and its external environment.
(Kay, 1999)
A strategy, whether it is an HR strategy or any other kind of management
strategy, must have two key elements: there must be strategic objectives (i.e.
things the strategy is supposed to achieve), and there must be a plan of action
(i.e. the means by which it is proposed that the objectives will be met).
(Richardson and Thompson, 1999)
The emphasis (in strategy) is on focused actions that differentiate the firm from
its competitors.
(Purcell, 1999)
THE CONCEPT OF STRATEGY
The concept of strategy is based on three subsidiary concepts: competitive
advantage, distinctive capabilities and strategic fit.
Competitive advantage
The concept of competitive advantage was formulated by Michael Porter
(1985). Competitive advantage, Porter asserts, arises out of a firm creating
value for its customers. To achieve it, firms select markets in which they can
excel and present a moving target to their competitors by continually
improving their position.
20 l The framework of strategic HRM
Porter emphasized the importance of: differentiation, which consists of
offering a product or service ‘that is perceived industry-wise as being
unique’; and focus – seeing a particular buyer group or product market ‘more
effectively or efficiently than competitors who compete more broadly’. He
then developed his well-known framework of three generic strategies that
organizations can use to gain competitive advantage. These are:
l innovation – being the unique producer;
l quality – delivering high-quality goods and services to customers;
l cost leadership – the planned result of policies aimed at ‘managing away
expense’.
A distinction has been made by Barney (1991) between the competitive
advantage that a firm presently enjoys but others will be able to copy, and
sustained competitive advantage, which competitors cannot imitate. This
leads to the important concept of distinctive capabilities.
Distinctive capabilities
As Kay (1999) comments: ‘The opportunities for companies to sustain…
competitive advantage [are] determined by their capabilities.’ A distinctive
capability or competence can be described as an important feature that in
Quinn’s (1980) phrase ‘confers superiority on the organization’. Kay extends
this definition by emphasizing that there is a difference between distinctive
capabilities and reproducible capabilities. Distinctive capabilities are those
characteristics that cannot be replicated by competitors, or can only be
imitated with great difficulty. Reproducible capabilities are those that can be
bought or created by any company with reasonable management skills, diligence
and financial resources. Most technical capabilities are reproducible.
Prahalad and Hamel (1990) argue that competitive advantage stems in
the long term when a firm builds ‘core competences’ that are superior to its
rivals and when it learns faster and applies its learning more effectively than
its competitors.
Distinctive capabilities or core competences describe what the organization
is specially or uniquely capable of doing. They are what the company
does particularly well in comparison with its competitors. Key capabilities
can exist in such areas as technology, innovation, marketing, delivering
quality, and making good use of human and financial resources. If a
company is aware of what its distinctive capabilities are, it can concentrate
on using and developing them without diverting effort into less-rewarding
activities. It can be argued that the most distinctive capability of all is that
represented by the knowledge, skills, expertise and commitment of the
Strategy: concept and process l 21
employees of the organization. This belief provides the basis for the
philosophy of strategic human resource management.
Four criteria have been proposed by Barney (1991) for deciding whether a
resource can be regarded as a distinctive capability or competency:
l value creation for the customer;
l rarity compared to the competition;
l non-imitability;
l non-substitutability.
The concept of distinctive capability forms the foundation of the resourcebased
approach to strategy as described later in this chapter.
Strategic fit
The concept of strategic fit states that to maximize competitive advantage a
firm must match its capabilities and resources to the opportunities available
in the external environment. As Hofer and Schendel (1986) conclude: ‘A
critical aspect of top management’s work today involves matching organizational
competences (internal resources and skills) with the opportunities
and risks created by environmental change in ways that will be both
effective and efficient over the time such resources will be deployed.’
THE FUNDAMENTALS OF STRATEGY
Fundamentally, strategy is about defining intentions (strategic intent) and
achieving strategic fit by allocating or matching resources to opportunities
(resource-based strategy). The effective development and implementation of
strategy depends on the strategic capability of the organization, which will
include the ability not only to formulate strategic goals but also to develop
and implement strategic plans through the processes of strategic management
and strategic planning.
Strategic intent
In its simplest form, strategy could be described as an expression of the
intentions of the organization – what it means to do and how or, as Wickens
(1987) put it, how the business means to ‘get from here to there’. As defined
by Hamel and Prahalad (1989), strategic intent refers to the expression of the
leadership position the organization wants to attain and establishes a clear
criterion on how progress towards its achievement will be measured.
22 l The framework of strategic HRM
Strategic intent could be a very broad statement of vision or mission and/or
it could more specifically spell out the goals and objectives to be attained
over the longer term.
The strategic intent sequence has been defined by Miller and Dess (1996) as:
1. a broad vision of what the organization should be;
2. the organization’s mission;
3. specific goals, which are operationalized as:
4. strategic objectives.
Resource-based strategy
The resource-based view of strategy is that the strategic capability of a firm
depends on its resource capability. Resource-based strategy theorists such
as Barney (1991) argue that sustained competitive advantage stems from the
acquisition and effective use of bundles of distinctive resources that
competitors cannot imitate.
As Boxall (1996) comments: ‘Competitive success does not come simply
from making choices in the present; it stems from building up distinctive
capabilities over significant periods of time.’ Teece, Pisano and Shuen (1997)
define ‘dynamic capabilities’ as ‘the capacity of a firm to renew, augment
and adapt its core competencies over time’.
Strategic capability
Strategic capability is a concept that refers to the ability of an organization to
develop and implement strategies that will achieve sustained competitive
advantage. It is therefore about the capacity to select the most appropriate
vision, to define realistic intentions, to match resources to opportunities and to
prepare and implement strategic plans.
The strategic capability of an organization depends on the strategic capabilities
of its managers. People who display high levels of strategic capability
know where they are going and know how they are going to get there. They
recognize that, although they must be successful now to succeed in the future,
it is always necessary to create and sustain a sense of purpose and direction.
Strategic management
The purpose of strategic management has been expressed by Rosabeth
Moss Kanter (1984) as being to ‘elicit the present actions for the future’ and
become ‘action vehicles – integrating and institutionalizing mechanisms for
change’. Strategic management has been defined by Pearce and Robinson
Strategy: concept and process l 23
(1988) as follows: ‘Strategic management is the set of decisions and actions
resulting in the formulation and implementation of strategies designed to
achieve the objectives of an organization.’
Strategic management has been described by Burns (1992) as being
primarily concerned with:
l the full scope of an organization’s activities, including corporate objectives
and organizational boundaries;
l matching the activities of an organization to the environment in which it
operates;
l ensuring that the internal structures, practices and procedures enable the
organization to achieve its objectives;
l matching the activities of an organization to its resource capability, assessing
the extent to which sufficient resources can be provided to take advantage of
opportunities or to avoid threats in the organization’s environment;
l acquiring, divesting and reallocating resources;
l translating the complex and dynamic set of external and internal variables
that an organization faces into a structured set of clear future objectives,
which can then be implemented on a day-to-day basis.
Strategic management means that managers are looking ahead at what they
need to achieve in the middle or relatively distant future. It deals with both
ends and means. As an end it describes a vision of what something will look
like in a few years’ time. As a means, it shows how it is expected that the
vision will be realized. Strategic management is therefore visionary
management, concerned with creating and conceptualizing ideas of where
the organization should be going. But it is also empirical management,
which decides how in practice it is going to get there.
The focus is on identifying the organization’s mission and strategies, but
attention is also given to the resource base required to make it succeed.
Managers who think strategically will have a broad and long-term view of
where they are going. But they will also be aware that they are responsible
first for planning how to allocate resources to opportunities that contribute
to the implementation of strategy and, second, for managing these opportunities
in ways that will add value to the results achieved by the firm.
THE FORMULATION OF STRATEGY
The formulation of corporate strategy can be defined as a process for developing
a sense of direction. It has often been described as a logical, step-by-step
affair, the outcome of which is a formal written statement that provides a
24 l The framework of strategic HRM
definitive guide to the organization’s long-term intentions. Many people still
believe and act as if this were the case, but it is a misrepresentation of reality.
This is not to dismiss completely the ideal of adopting a systematic approach
as described below – it has its uses as a means of providing an analytical
framework for strategic decision making and a reference point for monitoring
the implementation of strategy. But in practice, and for reasons also explained
below, the formulation of strategy can never be as rational and linear a process
as some writers describe it or as some managers attempt to make it.
The systematic approach to formulating strategy
In theory, the process of formulating strategy consists of the following steps:
1. Define the mission.
2. Set objectives.
3. Conduct internal and external environmental scans to assess internal
strengths and weaknesses and external opportunities and threats (a
SWOT analysis).
4. Analyse existing strategies to determine their relevance in the light of
the internal and external appraisal. This may include gap analysis,
which will establish the extent to which environmental factors might
lead to gaps between what could be achieved if no changes were made
and what needs to be achieved. The analysis would also cover resource
capability, answering the question: ‘Have we sufficient human or
financial resources available now or that can readily be made available
in the future to enable us to achieve our objectives?’
5. Define in the light of this analysis the distinctive capabilities of the
organization.
6. Define the key strategic issues emerging from the previous analysis. These
will be concerned with such matters as product-market scope, enhancing
shareholder value and resource capability.
7. Determine corporate and functional strategies for achieving goals and
competitive advantage, taking into account the key strategic issues.
These may include business strategies for growth or diversification, or
broad generic strategies for innovation, quality or cost leadership; or
they could take the form of specific corporate/functional strategies
concerned with product-market scope, technological development or
human resource development.
8. Prepare integrated strategic plans for implementing strategies.
9. Implement the strategies.
10. Monitor implementation and revise existing strategies or develop new
strategies as necessary.
Strategy: concept and process l 25
This model of the process of strategy formulation should allow scope for
iteration and feedback, and the activities incorporated in the model are all
appropriate in any process of strategy formulation. But the model is essentially
linear and deterministic – each step logically follows the earlier one
and is conditioned entirely by the preceding sequence of events; and this is
not what happens in real life.
The reality of strategy formulation
It has been said (Bower, 1982) that ‘strategy is everything not well defined or
understood’. This may be going too far but, in reality, strategy formulation
can best be described as ‘problem solving in unstructured situations’
(Digman, 1990) and strategies will always be formed under conditions of
partial ignorance.
The difficulty is that strategies are often based on the questionable
assumption that the future will resemble the past. Some years ago, Robert
Heller (1972) had a go at the cult of long-range planning: ‘What goes
wrong’, he wrote, ‘is that sensible anticipation gets converted into foolish
numbers: and their validity always hinges on large loose assumptions.’
More recently, Faulkner and Johnson (1992) have said of long-term
planning that it:
was inclined to take a definitive view of the future, and to extrapolate trend
lines for the key business variables in order to arrive at this view. Economic
turbulence was insufficiently considered, and the reality that much strategy is
formulated and implemented in the act of managing the enterprise was
ignored. Precise forecasts ending with derived financials were constructed,
the only weakness of which was that the future almost invariably turned out
differently.
Strategy formulation is not necessarily a rational and continuous process, as
was pointed out by Mintzberg (1987). He believes that, rather than being
consciously and systematically developed, strategy reorientation happens
in what he calls brief ‘quantum loops’. A strategy, according to Mintzberg,
can be deliberate – it can realize the intentions of senior management, for
example to attack and conquer a new market. But this is not always the case.
In theory, he says, strategy is a systematic process: first we think and then
we act; we formulate and then we implement. But we also ‘act in order to
think’. In practice, ‘a realized strategy can emerge in response to an evolving
situation’ and the strategic planner is often ‘a pattern organizer, a learner if
you like, who manages a process in which strategies and visions can emerge
as well as be deliberately conceived’.
26 l The framework of strategic HRM
Mintzberg was even more scathing about the weaknesses of strategic
planning in his 1994 article in the Harvard Business Review on ‘The rise and
fall of strategic planning’. He contends that ‘the failure of systematic
planning is the failure of systems to do better than, or nearly as well as,
human beings’. He went on to say that: ‘Far from providing strategies,
planning could not proceed without their prior existence… real strategists
get their hands dirty digging for ideas, and real strategies are built from the
nuggets they discover.’ And ‘sometimes strategies must be left as broad
visions, not precisely articulated, to adapt to a changing environment’.
Other writers have criticized the deterministic concept of strategy, for
example:
Business strategy, far from being a straightforward, rational phenomenon, is in
fact interpreted by managers according to their own frame of reference, their
particular motivations and information.
(Pettigrew and Whipp, 1991)
Although excellent for some purposes, the formal planning approach emphasizes
‘measurable quantitative forces’ at the expense of the ‘qualitative, organizational
and power-behavioural factors that so often determine strategic
success’… Large organizations typically construct their strategies with
processes which are ‘fragmented, evolutionary, and largely intuitive’.
(Quinn, 1980)
The most effective decision-makers are usually creative, intuitive people
‘employing an adaptive, flexible process’. Moreover, since most strategic decisions
are event-driven rather than pre-programmed, they are unplanned.
(Digman, 1990)
Goold and Campbell (1986) also emphasize the variety and ambiguity of
influences that shape strategy: ‘Informed understandings work alongside
more formal processes and analyses. The headquarters agenda becomes
entwined with the business unit agenda, and both are interpreted in the
light of personal interests. The sequence of events from decision to action
can often be reversed, so that “decisions” get made retrospectively to justify
actions that have already taken place.’
Mintzberg (1978, 1987, 1994) summarizes the non-deterministic view of
strategy admirably. He perceives strategy as a ‘pattern in a stream of activities’
and highlights the importance of the interactive process between key
players. He has emphasized the concept of ‘emergent strategies’, and a key
aspect of this process is the production of something that is new to the
organization, even if this is not developed as logically as the traditional
corporate planners believed to be appropriate.
Strategy: concept and process l 27
Kay (1999) also refers to the evolutionary nature of strategy. He comments
that there is often little ‘intentionality’ in firms and that it is frequently the
market rather than the visionary executive that chose the strategic match that
was most effective. Quinn (1980) has produced the concept of ‘logical incrementalism’,
which suggests that strategy evolves in several steps rather than
being conceived as a whole.
Afourfold typology of strategy has been produced by Whittington (1993).
The four types are:
1. Classical – strategy formulation as a rational process of deliberate calculation.
The process of strategy formulation is seen as being separate
from the process of implementation.
2. Evolutionary – strategy formulation as an evolutionary process that is a
product of market forces in which the most efficient and productive
organizations win through.
3. Process based – strategy formulation as an incremental process that
evolves through discussion and disagreement. It may be impossible to
specify what the strategy is until after the event.
4. Systemic – strategy as shaped by the social system in which it is
embedded. Choices are constrained by the cultural and institutional
interests of a broader society rather than the limitations of those
attempting to formulate corporate strategy.
The reality of strategic management
Tyson (1997) points out that, realistically, strategy:
l has always been emergent and flexible – it is always ‘about to be’ and it
never exists at the present time;
l not only is realized by formal statements but also comes about by actions
and reactions;
l is a description of a future-orientated action that is always directed
towards change;
l is conditioned by the management process itself.
The reality of strategic management is that managers attempt to behave
strategically in conditions of uncertainty, change and turbulence, even
chaos. The strategic management approach is as difficult as it is desirable,
and this has to be borne in mind when consideration is given to the concept
of strategic HRM as described in Chapter 3.
28 l The framework of strategic HRM
3
Strategic human resource
management: concept and
process
The concept of strategic human resource management (strategic HRM) and
the processes involved are considered in this chapter under the following
headings:
l strategic HRM defined;
l the meaning of strategic HRM;
l the aims of strategic HRM;
l approaches to strategic HRM;
l limitations to the concept of strategic HRM.
STRATEGIC HRM DEFINED
Strategic HRM defines the organization’s intentions and plans on how its
business goals should be achieved through people. It is based on three
propositions: first, that human capital is a major source of competitive
29
advantage; second, that it is people who implement the strategic plan; and,
third, that a systematic approach should be adopted to defining where the
organization wants to go and how it should get there.
Strategic HRM is a process that involves the use of overarching
approaches to the development of HR strategies, which are integrated
vertically with the business strategy and horizontally with one another.
These strategies define intentions and plans related to overall organizational
considerations, such as organizational effectiveness, and to more
specific aspects of people management, such as resourcing, learning and
development, reward and employee relations.
THE MEANING OF STRATEGIC HRM
Strategic HRM focuses on actions that differentiate the firm from its
competitors (Purcell, 1999). It is suggested by Hendry and Pettigrew (1986)
that it has four meanings:
l the use of planning;
l a coherent approach to the design and management of personnel
systems based on an employment policy and workforce strategy and
often underpinned by a ‘philosophy’;
l matching HRM activities and policies to some explicit business strategy;
l seeing the people of the organization as a ‘strategic resource’ for the
achievement of ‘competitive advantage’.
Strategic HRM addresses broad organizational issues relating to changes in
structure and culture, organizational effectiveness and performance,
matching resources to future requirements, the development of distinctive
capabilities, knowledge management, and the management of change. It is
concerned with both human capital requirements and the development of
process capabilities, that is, the ability to get things done effectively. Overall,
it deals with any major people issues that affect or are affected by the
strategic plans of the organization. As Boxall (1996) remarks: ‘The critical
concerns of HRM, such as choice of executive leadership and formation of
positive patterns of labour relations, are strategic in any firm.’
AIMS OF STRATEGIC HRM
The rationale for strategic HRM is the perceived advantage of having an
agreed and understood basis for developing approaches to people
30 l The framework of strategic HRM
management in the longer term. It has been suggested by Lengnick-Hall
and Lengnick-Hall (1990) that underlying this rationale in a business is the
concept of achieving competitive advantage through HRM.
Strategic HRM supplies a perspective on the way in which critical issues
or success factors related to people can be addressed, and strategic decisions
are made that have a major and long-term impact on the behaviour and
success of the organization. The fundamental aim of strategic HRM is to
generate strategic capability by ensuring that the organization has the
skilled, committed and well-motivated employees it needs to achieve
sustained competitive advantage. Its objective is to provide a sense of
direction in an often turbulent environment so that the business needs of the
organization, and the individual and collective needs of its employees can
be met by the development and implementation of coherent and practical
HR policies and programmes. As Dyer and Holder (1988) remark, strategic
HRM should provide ‘unifying frameworks which are at once broad,
contingency based and integrative’.
When considering the aims of strategic HRM it is necessary to consider
how HR strategies will take into account the interests of all the stakeholders
in the organization: employees in general as well as owners and
management. In Storey’s (1989) terms, ‘soft strategic HRM’ will place
greater emphasis on the human relations aspect of people management,
stressing continuous development, communication, involvement, security
of employment, the quality of working life and work–life balance. Ethical
considerations will be important. ‘Hard strategic HRM’ on the other hand
will emphasize the yield to be obtained by investing in human resources in
the interests of the business.
Strategic HRM should attempt to achieve a proper balance between the
hard and soft elements. All organizations exist to achieve a purpose and
they must ensure that they have the resources required to do so and that
they use them effectively. But they should also take into account the human
considerations contained in the concept of soft strategic HRM. In the words
of Quinn Mills (1983), they should plan with people in mind, taking into
account the needs and aspirations of all the members of the organization.
The problem is that hard considerations in many businesses will come first,
leaving soft ones some way behind.
APPROACHES TO STRATEGIC HRM
There are five approaches to strategic HRM. These consist of resource-based
strategy, achieving strategic fit, high-performance management, high-
Strategic HRM: concept and process l 31
commitment management and high-involvement management, as described
below.
The resource-based approach
A fundamental aim of resource-based HR strategy, as Barney (1991) indicates,
is to develop strategic capability – achieving strategic fit between
resources and opportunities and obtaining added value from the effective
deployment of resources. A resource-based approach will address methods
of increasing the firm’s strategic capability by the development of managers
and other staff who can think and plan strategically and who understand the
key strategic issues.
The resource-based approach is founded on the belief that competitive
advantage is obtained if a firm can obtain and develop human resources
that enable it to learn faster and apply its learning more effectively than its
rivals (Hamel and Prahalad, 1989). Human resources are defined by Barney
(1995) as follows: ‘Human resources include all the experience, knowledge,
judgement, risk-taking propensity and wisdom of individuals associated
with the firm.’ Kamoche (1996) suggests that: ‘In the resource-based view,
the firm is seen as a bundle of tangible and intangible resources and capabilities
required for product/market competition.’
In line with human capital theory, resource-based theory emphasizes that
investment in people adds to their value in the firm. The strategic goal will be
to ‘create firms which are more intelligent and flexible than their
competitors’ (Boxall, 1996) by hiring and developing more talented staff and
by extending their skills base. Resource-based strategy is therefore
concerned with the enhancement of the human or intellectual capital of the
firm. As Ulrich (1998) comments: ‘Knowledge has become a direct competitive
advantage for companies selling ideas and relationships. The challenge
to organizations is to ensure that they have the capability to find, assimilate,
compensate and retain the talented individuals they need.’
Aconvincing rationale for resource-based strategy has been produced by
Grant (1991):
When the external environment is in a state of flux, the firm’s own resources
and capabilities may be a much more stable basis on which to define its
identity. Hence, a definition of a business in terms of what it is capable of doing
may offer a more durable basis for strategy than a definition based upon the
needs (eg markets) which the business seeks to satisfy.
Unique talents among employees, including superior performance,
productivity, flexibility, innovation, and the ability to deliver high levels
32 l The framework of strategic HRM
of personal customer service, are ways in which people provide a critical
ingredient in developing an organization’s competitive position. People
also provide the key to managing the pivotal interdependencies across
functional activities and the important external relationships. It can be
argued that one of the clear benefits arising from competitive advantage
based on the effective management of people is that such an advantage is
hard to imitate. An organization’s HR strategies, policies and practices
are a unique blend of processes, procedures, personalities, styles, capabilities
and organizational culture. One of the keys to competitive
advantage is the ability to differentiate what the business supplies to its
customers from what is supplied by its competitors. Such differentiation
can be achieved by having HR strategies that ensure that the firm has
higher-quality people than its competitors, by developing and nurturing
the intellectual capital possessed by the business and by functioning as a
‘learning organization’.
Strategic fit
The HR strategy should be aligned to the business strategy (vertical fit).
Better still, HR strategy should be an integral part of the business strategy,
contributing to the business planning process as it happens. Vertical integration
is necessary to provide congruence between business and human
resource strategy so that the latter supports the accomplishment of the
former and, indeed, helps to define it. Horizontal integration with other
aspects of the HR strategy is required so that its different elements fit
together. The aim is to achieve a coherent approach to managing people in
which the various practices are mutually supportive.
High-performance management
High-performance management (called in the United States highperformance
work systems or practices) aims to make an impact on the
performance of the firm through its people in such areas as productivity,
quality, levels of customer service, growth, profits and, ultimately, the
delivery of increased shareholder value. High-performance management
practices include rigorous recruitment and selection procedures, extensive
and relevant training and management development activities, incentive
pay systems and performance management processes.
A well-known definition of a high-performance work system was
produced by the US Department of Labor (1993). The characteristics listed
were:
Strategic HRM: concept and process l 33
l careful and extensive systems for recruitment, selection and training;
l formal systems for sharing information with the individuals who work
in the organization;
l clear job design;
l high-level participation processes;
l monitoring of attitudes;
l performance appraisals;
l properly functioning grievance procedures;
l promotion and compensation schemes that provide for the recognition
and financial rewarding of the high-performing members of the
workforce.
High-commitment management
One of the defining characteristics of HRM is its emphasis on the importance
of enhancing mutual commitment (Walton, 1985). High-commitment
management has been described by Wood (1996) as: ‘A form of
management which is aimed at eliciting a commitment so that behaviour is
primarily self-regulated rather than controlled by sanctions and pressures
external to the individual, and relations within the organization are based
on high levels of trust.’
The approaches to achieving high commitment as described by Beer et al
(1984) and Walton (1985) are:
l the development of career ladders and emphasis on trainability and
commitment as highly valued characteristics of employees at all levels in
the organization;
l a high level of functional flexibility with the abandonment of potentially
rigid job descriptions;
l the reduction of hierarchies and the ending of status differentials;
l a heavy reliance on team structure for disseminating information (team
briefing), structuring work (team working) and problem solving
(improvement groups or quality circles).
Wood and Albanese (1995) added to this list:
l job design as something management consciously does in order to
provide jobs that have a considerable level of intrinsic satisfaction;
l a policy of no compulsory lay-offs or redundancies and permanent
employment guarantees with the possible use of temporary workers to
cushion fluctuations in the demand for labour;
34 l The framework of strategic HRM
l new forms of assessment and payment systems and, more specifically,
merit pay and profit sharing;
l a high involvement of employees in the management of quality.
High-involvement management
This approach involves treating employees as partners in the enterprise
whose interests are respected and who have a voice on matters that concern
them. It is concerned with communication and involvement. The aim is to
create a climate in which a continuing dialogue between managers and the
members of their teams takes place in order to define expectations and share
information on the organization’s mission, values and objectives. This establishes
mutual understanding of what is to be achieved and a framework for
managing and developing people to ensure that it will be achieved.
LIMITATIONS TO THE CONCEPT OF
STRATEGIC HRM
The concept of strategic HRM appears to be based on the belief that the
formulation of strategy is a rational and linear process, as modelled in
Figure 3.1. This indicates that the overall HR strategy flows from the
business strategy and generates specific HR strategies in key areas. The
process takes place by reference to systematic reviews of the internal and
external environment of the organization, which identify the business, organizational
and HR issues that need to be dealt with.
But strategic HRM in real life does not usually take the form of a formal, wellarticulated
and linear process that flows logically from the business strategy, as
Mintzberg (1987) and others have emphasized. The research conducted by
Gratton et al (1999) in eight British organizations established that ‘In no case was
there a clearly developed and articulated strategy that was translated into a
mutually supportive set of human resource initiatives or practices.’ Strategic fit
is a good idea but one that is difficult to attain, as is explained in Chapter 5.
CONCLUSION
Strategic HRM is in some ways an attitude of mind that expresses a way of
doing things. It is realized in the form of HR strategies, as described in the
next chapter.
Strategic HRM: concept and process l 35
36 l The framework of strategic HRM
Figure 3.1 Alinear strategic HRM model
Overall HR
strategy
Resourcing
strategy
Human resource
development
strategy
Reward
strategy
Employee
relations strategy
External
environment
Internal
environment
Business
strategy
4
HR strategies
Strategic HRM as described in the last chapter is the process that results in
the formulation of HR strategies. The terms ‘strategic HRM’ and ‘HR
strategy’ are often used interchangeably, but a distinction can be made
between them.
Strategic HRM can be regarded as a general approach to the strategic
management of human resources in accordance with the intentions of the
organization on the future direction it wants to take. What emerges from
this process is a stream of decisions over time, which form the pattern
adopted by the organization for managing its human resources and define
the areas in which specific HR strategies need to be developed. HR
strategies will focus on the specific intentions of the organization on what
needs to be done and what needs to be changed.
This chapter starts by defining what HR strategies are and what they set
out to do, continues with descriptions of different types of strategy with
examples, and concludes with a list of the criteria for an effective strategy.
HR STRATEGIES DEFINED
HR strategies set out what the organization intends to do about its human
resource management policies and practices, and how they should be integrated
with the business strategy and each other. They are described by
37
Dyer and Reeves (1995) as ‘internally consistent bundles of human resource
practices’, and in the words of Peter Boxall (1996) they provide ‘a
framework of critical ends and means’.
The purpose of HR strategies is to guide development and implementation
programmes. They provide a means of communicating to all
concerned the intentions of the organization about how its human resources
will be managed. They enable the organization to measure progress and
evaluate outcomes against objectives.
TYPES OF HR STRATEGIES
Because all organizations are different, all HR strategies are different. There
is no such thing as a set of standard characteristics. Research into HR
strategy conducted by Armstrong and Long (1994) and Armstrong and
Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. But two
basic types of HR strategies can be identified. These are: 1) overarching
strategies; and 2) specific strategies relating to the different aspects of
human resource management.
Overarching HR strategies
Overarching strategies describe the general intentions of the organization
about how people should be managed and developed and what steps
should be taken to ensure that the organization can attract and retain the
people it needs and ensure so far as possible that employees are committed,
motivated and engaged. They are likely to be expressed as broad-brush
statements of aims and purpose, which set the scene for more specific
strategies. They are concerned with overall organizational effectiveness –
achieving human resource advantage by, as Boxall and Purcell (2003) point
out, employing ‘better people in organizations with better process’, developing
high-performance work processes and generally creating ‘a great
place to work’.
The following are some examples of overarching HR strategy statements:
AEGON:
The Human Resources Integrated Approach aims to ensure that from
whatever angle staff now look at the elements of pay management,
performance, career development and reward, they are consistent and linked.
38 l The framework of strategic HRM
B&Q:
l Enhance employee commitment and minimize the loss of B&Q’s best
people.
l Position B&Q as one of the best employers in the UK.
Egg:
The major factor influencing HR strategy was the need to attract, maintain and
retain the right people to deliver it. The aim was to introduce a system that
complemented the business, that reflected the way we wanted to treat our
customers – treating our people the same. What we would do for our
customers we would also do for our people. We wanted to make an impact on
the culture – the way people do business.
(HR Director)
GlaxoSmithKline:
We want GSK to be a place where the best people do their best work.
An insurance company:
Without the people in this business we don’t have anything to deliver. We are
driven to getting the people issues right in order to deliver the strategy. To a
great extent it’s the people that create and implement the strategy on behalf of
the organization. We put people very much at the front of our strategic
thought process. If we have the right people, the right training, the right qualifications
and the right sort of culture then we can deliver our strategy. We
cannot do it otherwise.
(Chief Executive)
Lands’ End:
Based on the principle that staff who are enjoying themselves, are being
supported and developed, and who feel fulfilled and respected at work, will
provide the best service to customers.
Pilkington Optronics:
The business strategy defines what has to be done to achieve success and that
HR strategy must complement it, bearing in mind that one of the critical
success factors for the company is its ability to attract and retain the best
people. HR strategy must be in line with what is best in industry.
HR strategies l 39
Apublic utility:
The only HR strategy you really need is the tangible expression of values and
the implementation of values… unless you get the human resource values
right you can forget all the rest.
(Managing Director)
Amanufacturing company:
The HR strategy is to stimulate changes on a broad front aimed ultimately at
achieving competitive advantage through the efforts of our people. In an
industry of fast followers, those who learn quickest will be the winners.
(HR Director)
Aretail stores group:
The biggest challenge will be to maintain [our] competitive advantage and to
do that we need to maintain and continue to attract very high calibre people.
The key differentiator on anything any company does is fundamentally the
people, and I think that people tend to forget that they are the most important
asset. Money is easy to get hold of; good people are not. All we do in terms of
training and manpower planning is directly linked to business improvement.
(Managing Director)
Specific HR strategies
Specific HR strategies set out what the organization intends to do in areas
such as:
l talent management – how the organization intends to ‘win the war for talent’;
l continuous improvement – providing for focused and continuous incremental
innovation sustained over a period of time;
l knowledge management – creating, acquiring, capturing, sharing and
using knowledge to enhance learning and performance;
l resourcing – attracting and retaining high-quality people;
l learning and developing – providing an environment in which employees
are encouraged to learn and develop;
l reward – defining what the organization wants to do in the longer term to
develop and implement reward policies, practices and processes that
will further the achievement of its business goals and meet the needs of
its stakeholders;
l employee relations – defining the intentions of the organization about
what needs to be done and what needs to be changed in the ways in
40 l The framework of strategic HRM
which the organization manages its relationships with employees and
their trade unions.
The following are some examples of specific HR strategies:
The Children’s Society:
l Implement the rewards strategy of the Society to support the corporate
plan and secure the recruitment, retention and motivation of staff to
deliver its business objectives.
l Manage the development of the human resources information system to
secure productivity improvements in administrative processes.
l Introduce improved performance management processes for managers
and staff of the Society.
l Implement training and development which supports the business objectives
of the Society and improves the quality of work with children and
young people.
Diageo:
These are the three broad strands to the Organization and People Strategy:
1. Reward and recognition: use recognition and reward programmes to stimulate
outstanding team and individual performance contributions.
2. Talent management: drive the attraction, retention and professional growth
of a deep pool of diverse, talented employees.
3. Organizational effectiveness: ensure that the business adapts its organization
to maximize employee contribution and deliver performance goals.
It provides direction to the company’s talent, operational effectiveness and
performance and reward agendas. The company’s underlying thinking is that
the people strategy is not for the human resource function to own but is the
responsibility of the whole organization, hence the title ‘Organization and
People Strategy’.
Agovernment agency:
The key components of the HR strategy are:
l Investing in people – improving the level of intellectual capital.
l Performance management – integrating the values contained in the HR
strategy into performance management processes and ensuring that
reviews concentrate on how well people are performing those values.
l Job design – a key component concerned with how jobs are designed and
how they relate to the whole business.
l The reward system – in developing rewards strategies, taking into account
that this is a very hard driven business.
HR strategies l 41
HR strategies for higher education institutions (The Higher Education
Funding Council):
1. Address recruitment and retention difficulties in a targeted and costeffective
manner.
2. Meet specific staff development and training objectives that not only equip
staff to meet their current needs but also prepare them for future changes,
such as using new technologies for learning and teaching. This would
include management development.
3. Develop equal opportunity targets with programmes to implement good
practice throughout an institution. This would include ensuring equal pay
for work of equal value, using institution-wide systems of job evaluation.
This could involve institutions working collectively – regionally or
nationally.
4. Carry out regular reviews of staffing needs, reflecting changes in market
demands and technology. The reviews would consider overall numbers
and the balance of different categories of staff.
5. Conduct annual performance reviews of all staff, based on open and
objective criteria, with reward connected to the performance of individuals
including, where appropriate, their contribution to teams.
6. Take action to tackle poor performance.
Alocal authority:
The focus is on the organization of excellence. The strategy is broken down
into eight sections: employee relations, recruitment and retention, training,
performance management, pay and benefits, health and safety, absence
management and equal opportunities.
CRITERIA FOR AN EFFECTIVE HR STRATEGY
An effective HR strategy is one that works in the sense that it achieves what
it sets out to achieve. In particular, it:
l will satisfy business needs;
l be founded on detailed analysis and study, not just wishful thinking;
l can be turned into actionable programmes that anticipate implementation
requirements and problems;
l is coherent and integrated, being composed of components that fit with
and support each other;
l takes account of the needs of line managers and employees generally as
well as those of the organization and its other stakeholders. As Boxall
42 l The framework of strategic HRM
and Purcell (2003) emphasize: ‘HR planning should aim to meet the
needs of the key stakeholder groups involved in people management in
the firm.’
Here is a comment on what makes a good HR strategy:
A good strategy is one which actually makes people feel valued. It makes them
knowledgeable about the organization and makes them feel clear about
where they sit as a group, or team, or individual. It must show them how what
they do either together or individually fits into that strategy. Importantly, it
should indicate how people are going to be rewarded for their contribution
and how they might be developed and grow in the organization.
(Chief Executive, Peabody Trust)
HR strategies l 43
Part 2
Strategic human resource
management in action
45
5
Formulating and
implementing HR strategies
There is an ever-present risk that the concept of strategic HRM can become
somewhat nebulous – nice to have but hard to realize. The danger of
creating a rhetoric/reality gap is acute. Broad and often bland statements of
strategic intent can be readily produced. What is much more difficult is to
turn them into realistic plans, which are then implemented effectively.
Strategic HRM is more about getting things done than thinking about them.
It leads to the formulation of HR strategies, which first define what an
organization intends to do in order to attain defined goals in overall human
resource management policy and in particular areas of HR process and
practice, and second set out how they will be implemented.
Difficult though it may be, a strategic approach is desirable in order to
give a sense of direction and purpose and as a basis for the development of
relevant and coherent HR policies and practices.
Guidance on formulating and implementing HR strategies is given in this
chapter under the following headings:
l fundamental process considerations;
l characteristics of the process;
l developing HR strategies;
47
l setting out HR strategies;
l conducting a strategic review;
l implementing HR strategies.
FUNDAMENTAL PROCESS CONSIDERATIONS
When considering approaches to the formulation of HR strategy it is
necessary to underline the interactive (not unilinear) relationship between
business strategy and HRM, as have Hendry and Pettigrew (1990). They
emphasize the limits of excessively rationalistic models of strategic and HR
planning. The point that HR strategies are not necessarily developed
formally and systematically but may instead evolve and emerge has been
made by Tyson (1997): ‘The process by which strategies come to be realized
is not only through formal HR policies or written directions: strategy realization
can also come from actions by managers and others. Since actions
provoke reactions (acceptance, confrontation, negotiation etc) these reactions
are also part of the strategy process.’
Perhaps the best way to look at the reality of HR strategy formulation is
to remember Mintzberg, Quinn and James’s (1988) statement that strategy
formulation is about ‘preferences, choices, and matches’ rather than an
exercise ‘in applied logic’. It is also desirable to follow Mintzberg’s
analysis and treat HR strategy as a perspective rather than a rigorous
procedure for mapping the future. Moore (1992) has suggested that
Mintzberg has looked inside the organization, indeed inside the heads of
the collective strategists, and come to the conclusion that, relative to the
organization, strategy is analogous to the personality of an individual. As
Mintzberg sees them, all strategies exist in the minds of those people they
make an impact upon. What is important is that people in the organization
share the same perspective ‘through their intentions and/or by their
actions’. This is what Mintzberg calls the collective mind, and reading that
mind is essential if we are ‘to understand how intentions… become
shared, and how action comes to be exercised on a collective yet consistent
basis’.
No one else has made this point so well as Mintzberg, and what the
research conducted by Armstrong and Long (1994) revealed is that strategic
HRM is being practised in the organizations they visited in the Mintzbergian
sense. In other words, intentions are shared amongst the top team and this
leads to actions being exercised on a collective yet consistent basis. In each case
the shared intentions emerged as a result of strong leadership from the chief
executive with the other members of the top team acting jointly in pursuit of
48 l Strategic HRM in action
well-defined goals. These goals indicated quite clearly the critical success
factors of competence, commitment, performance, contribution and quality
that drive the HR strategy.
CHARACTERISTICS OF THE PROCESS
Propositions
Boxall (1993) has drawn up the following propositions about the formulation
of HR strategy from the literature:
l The strategy formation process is complex, and excessively rationalistic
models that advocate formalistic linkages between strategic planning
and HR planning are not particularly helpful to our understanding of it.
l Business strategy may be an important influence on HR strategy but it is
only one of several factors.
l Implicit (if not explicit) in the mix of factors that influence the shape of
HR strategies is a set of historical compromises and trade-offs from
stakeholders.
It is also necessary to stress that coherent and integrated HR strategies are
only likely to be developed if the top team understands and acts upon the
strategic imperatives associated with the employment, development and
motivation of people. This will be achieved more effectively if there is an HR
director who is playing an active and respected role as a business partner. A
further consideration is that the effective implementation of HR strategies
depends on the involvement, commitment and cooperation of line managers
and staff generally. Finally, there is too often a wide gap between the rhetoric
of strategic HRM and the reality of its impact, as Gratton et al (1999)
emphasize. Good intentions can too easily be subverted by the harsh realities
of organizational life. For example, strategic objectives such as increasing
commitment by providing more security and offering training to increase
employability may have to be abandoned or at least modified because of the
short-term demands made on the business to increase shareholder value.
Schools of strategy development
Purcell (2001) has identified three main schools of strategy development:
the design school, the process school and the configuration school.
The design school is deliberate and is ‘based on the assumption of economic
rationality’. It uses quantitative rather than qualitative tools of analysis and
Formulating and implementing HR strategies l 49
focuses on market opportunities and threats. What happens inside the
company is ‘mere administration or operations’.
The process school adopts a variety of approaches and is concerned with how
strategies are made and what influences strategy formulation: ‘It is much
more a study of what actually happens with explanations coming from experience
rather than deductive theory.’ As Purcell suggests, the implication of
the design concept is that ‘everything is possible’, while that of the process
school is that ‘little can be done except swim with the tide of events’. The rationalist
approach adopted by Purcell’s design school broadly corresponds with
the classical approach to strategy, and Poeter (1985) is a typical representative
of it. Purcell’s process school is the postmodern version of strategy of which
Mintzberg is the most notable exponent. But as Grant (1991), cited by Purcell
(2001), has indicated, the rationalist approach may indeed be over-formalized
and rely too much on quantitative data, but the Mintzberg approach, which
downplays the role of systematic analysis and emphasizes the role of intuition
and vision, fails to provide a clear basis for reasoned choices.
The configuration school draws attention to the beliefs that, first, strategies
vary according to the life cycle of the organization, second, they will be
contingent to the sector of the organization and, third, they will be about
change and transformation. The focus is on implementation strategies,
which is where Purcell thinks HR can play a major role.
Levels of strategic decision making
Ideally, the formulation of HR strategies is conceived as a process that is
closely aligned to the formulation of business strategies. HR strategy can
influence as well as be influenced by business strategy. In reality, however,
HR strategies are more likely to flow from business strategies, which will be
dominated by product/market and financial considerations. But there is
still room for HR to make a useful, even essential, contribution at the stage
when business strategies are conceived, for example by focusing on
resource issues. This contribution may be more significant if strategy formulation
is an emergent or evolutionary process – HR strategic issues will then
be dealt with as they arise during the course of formulating and implementing
the corporate strategy.
A distinction is made by Purcell (1989) and Purcell and Ahlstrand (1994)
between:
l ‘upstream’ first-order decisions, which are concerned with the long-term
direction of the enterprise or the scope of its activities;
l ‘downstream’ second-order decisions, which are concerned with internal
operating procedures and how the firm is organized to achieve its goals;
50 l Strategic HRM in action
l ‘downstream’ third-order decisions, which are concerned with choices on
human resource structures and approaches and are strategic in the sense
that they establish the basic parameters of employee relations management
in the firm.
It can indeed be argued that HR strategies, like other functional strategies
such as product development, manufacturing and the introduction of new
technology, will be developed within the context of the overall business
strategy, but this need not imply that HR strategies come third in the
pecking order. Observations made by Armstrong and Long (1994) during
research into the strategy formulation processes of 10 large UK organizations
suggested that there were only two levels of strategy formulation: 1)
the corporate strategy relating to the vision and mission of the organization
but often expressed in terms of marketing and financial objectives; and 2)
the specific strategies within the corporate strategy concerning productmarket
development, acquisitions and divestments, human resources,
finance, new technology, organization and such overall aspects of
management as quality, flexibility, productivity, innovation and cost
reduction.
Strategic options and choices
The process of developing HR strategies involves generating strategic HRM
options and then making appropriate strategic choices. It has been noted by
Cappelli (1999) that: ‘The choice of practices that an employer pursues is
heavily contingent on a number of factors at the organizational level,
including their own business and production strategies, support of HR
policies, and cooperative labour relations.’ The process of developing HR
strategies involves the adoption of a contingent approach in generating
strategic HRM options and then making appropriate strategic choices.
There is seldom if ever one right way forward.
Choices should relate to but also anticipate the critical needs of the
business. They should be founded on detailed analysis and study, not just
wishful thinking, and should incorporate the experienced and collective
judgement of top management about the organizational requirements,
while also taking into account the needs of line managers and employees
generally. The emerging strategies should anticipate the problems of implementation
that may arise if line managers are not committed to the strategy
and/or lack the skills and time to play their part, and the strategies should
be capable of being turned into actionable programmes.
Formulating and implementing HR strategies l 51
DEVELOPING HR STRATEGIES
An overall approach
The following six-step approach is proposed by Gratton (2000):
1. Build the guiding coalition – involve people from all parts of the business.
2. Image the future – create a shared vision of areas of strategic importance.
3. Understand current capabilities and identify the gap – establish ‘where the
organization is now and the gap between aspirations for the future and
the reality of the present’.
4. Create a map of the system – ‘ensure that the parts can be built into a meaningful
whole’.
5. Model the dynamics of the system – ensure that the dynamic nature of the
future is taken into account.
6. Bridge into action – agree the broad themes for action and the specific
issues related to those themes, develop guiding principles, involve line
managers and create cross-functional teams to identify goals and
performance indicators.
But many different routes may be followed when formulating HR strategies
– there is no one right way. On the basis of their research in 30 well-known
companies, Tyson and Witcher (1994) commented that: ‘The different
approaches to strategy formation reflect different ways to manage change
and different ways to bring the people part of the business into line with
business goals.’
In developing HR strategies, process may be as important as content.
Tyson and Witcher (1994) also noted from their research that: ‘The process of
formulating HR strategy was often as important as the content of the
strategy ultimately agreed. It was argued that, by working through strategic
issues and highlighting points of tension, new ideas emerged and a
consensus over goals was found.’
A methodology for formulating HR strategies
A methodology for formulating HR strategies was developed by Dyer and
Holder (1988) as follows:
1. Assess feasibility – from an HR point of view, feasibility depends on
whether the numbers and types of key people required to make the
proposal succeed can be obtained on a timely basis and at a reasonable
cost, and whether the behavioural expectations assumed by the strategy
are realistic (eg retention rates and productivity levels).
52 l Strategic HRM in action
2. Determine desirability – examine the implications of strategy in terms of
sacrosanct HR policies (eg a strategy of rapid retrenchment would have
to be called into question by a company with a full employment policy).
3. Determine goals – these indicate the main issues to be worked on and
they derive primarily from the content of the business strategy. For
example, a strategy to become a lower-cost producer would require the
reduction of labour costs. This in turn translates into two types of HR
goals: higher performance standards (contribution) and reduced headcounts
(composition).
4. Decide means of achieving goals – the general rule is that the closer the
external and internal fit, the better the strategy, consistent with the need
to adapt flexibly to change. External fit refers to the degree of consistency
between HR goals on the one hand and the exigencies of the
underlying business strategy and relevant environmental conditions on
the other. Internal fit measures the extent to which HR means follow
from the HR goals and other relevant environmental conditions, as well
as the degree of coherency or synergy among the various HR means.
Specific approaches to strategy development
Three specific approaches to the development of HR strategies were defined by
Delery and Doty (1996) as the ‘universalistic’, the ‘contingency’ and the ‘configurational’.
Richardson and Thompson (1999) redefined the first two approaches
as best practice and best fit, and retained the word ‘configurational’, meaning
the use of ‘bundles’, as the third approach. Guest (1997) refers to fit as an ideal
set of practices, fit as contingency, and fit as ‘bundles’. These approaches are
discussed below.
The best practice approach
This approach is based on the assumption that there is a set of best HRM
practices and that adopting them will inevitably lead to superior organizational
performance. Four definitions of best practice are given in Table 5.1.
The ‘best practice’ rubric has been attacked by a number of commentators.
Cappelli and Crocker-Hefter (1996) comment that the notion of a
single set of best practices has been overstated: ‘There are examples in
virtually every industry of firms that have very distinctive management
practices. Distinctive human resource practices shape the core competencies
that determine how firms compete.’
Purcell (1999) has also criticized the best practice or universalist view by
pointing out the inconsistency between a belief in best practice and the
resource-based view that focuses on the intangible assets, including HR,
that allow the firm to do better than its competitors. He asks how can ‘the
Formulating and implementing HR strategies l 53
54 l Strategic HRM in action
Table 5.1 HRM best practices
Guest (1999) Patterson et al
(1997)
Pfeffer (1994) US Department of
Labor (1993)
Selection and the
careful use of
selection tests to
identify those with
potential to make a
contribution.
Training and in
particular a
recognition that
training is an ongoing
activity.
Job design to ensure
flexibility,
commitment and
motivation, including
steps to ensure that
employees have the
responsibility and
autonomy fully to use
their knowledge and
skills.
Communication to
ensure that a two-way
process keeps
everyone fully
informed.
Employee share
ownership
programmes to
increase employees’
awareness of the
implications of their
actions for the
financial performance
of the firm.
Sophisticated
selection and
recruitment
processes.
Sophisticated
induction
programmes.
Sophisticated
training.
Coherent appraisal
systems.
Flexibility of
workforce skills.
Job variety on shop
floor.
Use of formal
teams.
Frequent and
comprehensive
communication to
workforce.
Use of quality
improvement
teams.
Harmonized terms
and conditions.
Basic pay higher
than competition.
Use of incentive
schemes.
Employment
security.
Selective hiring.
Self-managed
teams.
High
compensation
contingent on
performance.
Training to
provide a skilled
and motivated
workforce.
Reduction of
status
differentials.
Sharing
information.
Careful and
extensive systems
for recruitment,
selection and
training.
Formal systems for
sharing information
with employees.
Clear job design.
High-level
participation
processes.
Monitoring of
attitudes.
Performance
appraisals.
Properly
functioning
grievance
procedures.
Promotion and
compensation
schemes that
provide for the
recognition and
reward of highperforming
employees.
universalism of best practice be squared with the view that only some
resources and routines are important and valuable by being rare and imperfectly
imitable?’ The danger, as Legge (1995) points out, is that of ‘mechanistically
matching strategy with HRM policies and practices’.
In accordance with contingency theory, which emphasizes the importance
of interactions between organizations and their environments so
that what organizations do is dependent on the context in which they
operate, it is difficult to accept that there is any such thing as universal best
practice. What works well in one organization will not necessarily work
well in another because it may not fit its strategy, culture, management
style, technology or working practices. As Becker et al (1997) remark:
‘Organizational high-performance work systems are highly idiosyncratic
and must be tailored carefully to each firm’s individual situation to
achieve optimum results.’ But a knowledge of best practice as long as it is
understood why it is best practice can inform decisions on what practices
are most likely to fit the needs of the organization. And Becker and
Gerhart (1996) argue that the idea of best practice might be more appropriate
for identifying the principles underlying the choice of practices, as
opposed to the practices themselves.
Best fit
The best fit approach emphasizes the importance of ensuring that HR
strategies are appropriate to the circumstances of the organization,
including its culture, operational processes and external environment. HR
strategies have to take account of the particular needs of both the organization
and its people. For the reasons given above, it is accepted by most
commentators that ‘best fit’ is more important than ‘best practice’. There
can be no universal prescriptions for HRM policies and practices. It all
depends. This is not to say that ‘good practice’, or ‘leading edge practice’, ie
practice that does well in one successful environment, should be ignored.
‘Benchmarking’ (comparing what the organization does with what is done
elsewhere) is a valuable way of identifying areas for innovation or development
that are practised to good effect elsewhere by leading companies.
But having learnt about what works and, ideally, what does not work in
comparable organizations, it is up to the firm to decide what may be
relevant in general terms and what lessons can be learnt that can be
adapted to fit its particular strategic and operational requirements. The
starting point should be an analysis of the business needs of the firm within
its context (culture, structure, technology and processes). This may indicate
clearly what has to be done. Thereafter, it may be useful to pick and mix
various ‘best practice’ ingredients, and develop an approach that applies
Formulating and implementing HR strategies l 55
those that are appropriate in a way that is aligned to the identified business
needs.
But there are problems with the best fit approach, as stated by Purcell
(1999) who wrote: ‘Meanwhile, the search for a contingency or matching
model of HRM is also limited by the impossibility of modeling all the
contingent variables, the difficulty of showing their interconnection, and the
way in which changes in one variable have an impact on others.’ In Purcell’s
view, organizations should be less concerned with best fit and best practice
and much more sensitive to processes of organizational change so that they
can ‘avoid being trapped in the logic of rational choice’.
The configurational approach (bundling)
As Richardson and Thompson (1999) comment: ‘A strategy’s success turns
on combining “vertical” or external fit and “horizontal” or internal fit.’ They
conclude that a firm with bundles of HR practices should have a higher
level of performance, providing it also achieves high levels of fit with its
competitive strategy. Emphasis is given to the importance of ‘bundling’ –
the development and implementation of several HR practices together so
that they are interrelated and therefore complement and reinforce each
other. This is the process of horizontal integration, which is also referred to
as the use of ‘complementarities’ (MacDuffie, 1995) or as the adoption of a
‘configurational mode’ (Delery and Doty, 1996). MacDuffie (1995) explained
the concept of bundling as follows: ‘Implicit in the notion of a “bundle” is
the idea that practices within bundles are interrelated and internally
consistent, and that “more is better” with respect to the impact on
performance, because of the overlapping and mutually reinforcing effect of
multiple practices.’
Dyer and Reeves (1995) note that: ‘The logic in favour of bundling is
straightforward… Since employee performance is a function of both ability
and motivation, it makes sense to have practices aimed at enhancing both.’
Thus there are several ways in which employees can acquire needed skills
(such as careful selection and training) and multiple incentives to enhance
motivation (different forms of financial and non-financial rewards). Astudy
by Dyer and Reeves (1995) of various models listing HR practices that create
a link between HRM and business performance found that the activities
appearing in most of the models were involvement, careful selection,
extensive training and contingent compensation.
On the basis of his research in flexible production manufacturing plants
in the United States, MacDuffie (1995) noted that flexible production gives
employees a much more central role in the production system. They have
to resolve problems as they appear on the line and this means that they
56 l Strategic HRM in action
have to possess both a conceptual grasp of the production process and the
analytical skills to identify the root cause of problems. But the multiple
skills and conceptual knowledge developed by the workforce in flexible
production firms are of little use unless workers are motivated to
contribute mental as well as physical effort. Such discretionary effort on
problem solving will only be contributed if workers ‘believe that their individual
interests are aligned with those of the company, and that the
company will make a reciprocal investment in their well-being’. This
means that flexible production techniques have to be supported by bundles
of high-commitment human resource practices such as employment
security, pay that is partly contingent on performance, and a reduction of
status barriers between managers and workers. Company investment in
building worker skills also contributes to this ‘psychological contract of
reciprocal commitment’. The research indicated that plants using flexible
production systems that bundle human resource practices into a system
that is integrated with production/business strategy outperform plants
using more traditional mass production systems in both productivity and
quality.
Following research in 43 automobile processing plants in the United
States, Pil and MacDuffie (1996) established that, when a high-involvement
work practice is introduced in the presence of complementary HR practices,
not only does the new work practice produce an incremental improvement
in performance but so do the complementary practices.
The aim of bundling is to achieve coherence, which is one of the four
‘meanings’ of strategic HRM defined by Hendry and Pettigrew (1986).
Coherence exists when a mutually reinforcing set of HR policies and practices
have been developed that jointly contribute to the attainment of the
organization’s strategies for matching resources to organizational needs,
improving performance and quality and, in commercial enterprises,
achieving competitive advantage.
The process of bundling HR strategies is an important aspect of the
concept of strategic HRM. In a sense, strategic HRM is holistic; it is
concerned with the organization as a total entity and addresses what needs
to be done across the organization as a whole in order to enable it to achieve
its corporate strategic objectives. It is not interested in isolated programmes
and techniques, or in the ad hoc development of HR practices.
In their discussion of the four policy areas of HRM (employee influence,
human resource management flow, reward systems and work systems) Beer
et al (1984) suggested that this framework can stimulate managers to plan
how to accomplish the major HRM tasks ‘in a unified, coherent manner
rather than in a disjointed approach based on some combination of past
practice, accident and ad hoc response to outside pressures’.
Formulating and implementing HR strategies l 57
David Guest (1989b) includes in his set of propositions about HRM the
point that strategic integration is about, inter alia, the ability of the organization
to ensure that the various aspects of HRM cohere. One way of
looking at the concept is to say that some measure of coherence will be
achieved if there is an overriding strategic imperative or driving force such
as customer service, quality, performance or the need to develop skills and
competences, and this initiates various processes and policies that are
designed to link together and operate in concert to deliver certain defined
results. For example, if the driving force were to improve performance,
competence profiling techniques could be used to specify recruitment standards,
identify learning and development needs, and indicate the standards
of behaviour or performance required. The competence frameworks could
be used as the basis for human resource planning and in development
centres. They could also be incorporated into performance management
processes in which the aims are primarily developmental and competencies
are used as criteria for reviewing behaviour and assessing learning and
development needs. Job evaluation could be based on levels of competence,
and competence-based pay systems could be introduced. This ideal will be
difficult to achieve as a ‘grand design’ that can be put into immediate effect,
and may have to be developed progressively.
The problem with the bundling approach is that of deciding which is the
best way to relate different practices together. There is no evidence that one
bundle is generally better than another, although the use of performance
management practices and competence frameworks are two ways that are
typically adopted to provide for coherence across a range of HR activities.
Pace the findings of MacDuffie, there is no conclusive proof that in the UK
bundling has actually improved performance.
Achieving vertical integration
Vertical integration comes in two forms: 1) integration with the culture of
the organization; and 2) fit with the business strategy.
Culture integration
HR strategies need to be congruent with the existing culture of the organization
or designed to produce cultural change in specified directions. This
will be a necessary factor in the formulation stage but could be a vital factor
when it comes to implementation. In effect, if what is proposed is in line
with ‘the way we do things around here’, then it will be more readily
accepted. However, in the more likely event that it changes ‘the way we do
things around here’, then careful attention has to be given to the real
58 l Strategic HRM in action
problems that may occur in the process of trying to embed the new initiative
in the organization.
Fit with the business strategy
The key business issues that may impact on HR strategies include:
l intentions concerning growth or retrenchment, acquisitions, mergers,
divestments, diversification, product/market development;
l proposals on increasing competitive advantage through innovation
leading to product/service differentiation, productivity gains, improved
quality/customer service, cost reduction (downsizing);
l the felt need to develop a more positive, performance-orientated culture
and other culture management imperatives associated with changes in
the philosophies of the organization in such areas as gaining
commitment, mutuality, communications, involvement, devolution and
teamwork.
Business strategies in these areas may be influenced by HR factors, although
not excessively so. HR strategies are concerned with making business
strategies work. But the business strategy must take into account key HR
opportunities and constraints.
It is therefore necessary to analyse the existing culture to provide information
on how HR strategies will need to be shaped. The analysis may
cover the following 12 points listed by Cooke and Lafferty (1989) in their
organizational culture inventory:
1. humanistic-helpful – organizations managed in a participative and
person-centred way;
2. affiliative – organizations that place a high priority on constructive
relationships;
3. approval – organizations in which conflicts are avoided and interpersonal
relationships are pleasant – at least superficially;
4. conventional – conservative, traditional and bureaucratically controlled
organizations;
5. dependent – hierarchically controlled and non-participative organizations;
6. avoidance – organizations that fail to reward success but punish
mistakes;
7. oppositional – organizations in which confrontation prevails and negativism
is rewarded;
8. power – organizations structured on the basis of the authority inherent
in members’ positions;
Formulating and implementing HR strategies l 59
9. competitive – a culture in which winning is valued and members are
rewarded for outperforming one another;
10. competence/perfectionist – organizations in which perfectionism,
persistence and hard work are valued;
11. achievement – organizations that do things well and value members
who set and accomplish challenging but realistic goals;
12. self-actualization – organizations that value creativity, quality over
quantity, and both task accomplishment and individual growth.
Achieving vertical fit – integrating business and HR strategies
Wright and Snell (1998) suggest that seeking fit requires knowledge of the
skills and behaviour necessary to implement the strategy, knowledge of the
HRM practices necessary to elicit those skills and behaviours, and the
ability to implement the desired system of HRM practices quickly.
When considering how to integrate business and HR strategies it should
be remembered that business and HR issues influence each other and in turn
influence corporate and business unit strategies. It is also necessary to note
that, in establishing these links, account must be taken of the fact that
strategies for change have also to be integrated with changes in the external
and internal environments. Fit may exist at a point in time but circumstances
will change and fit no longer exists. An excessive pursuit of ‘fit’ with the
status quo will inhibit the flexibility of approach that is essential in turbulent
conditions. This is the ‘temporal’ factor in achieving fit identified by Gratton
et al (1999). An additional factor that will make the achievement of good
vertical fit difficult is that the business strategy may not be clearly defined –
it could be in an emergent or evolutionary state. This would mean that there
could be nothing with which to fit the HR strategy.
Making the link
But an attempt can be made to understand the direction in which the organization
is going, even if this is not expressed in a formal strategic plan. All
businesses have strategies in the form of intentions although these may be ill
formed and subject to change. The ideal of achieving a link in rigorous terms
may be difficult to attain. Cooke and Armstrong (1990) suggested that one
approach might be to find a means of quantifying the additional resources
required by HR overall and at the level of each element of HR strategy, and
measuring and comparing the marginal return on investing in each element.
But it is highly unlikely that this approach would be practicable.
The link must therefore be judgemental, but it could still be fairly
rigorous. Conceptually, the approach would be to develop a matrix, as illus-
60 l Strategic HRM in action
trated in Table 5.2, which for each of the key elements of business strategy
identifies the associated key elements of HR strategy.
Even if the approach cannot be as rigorous as this, the principle of considering
each key area of business strategy and, reciprocally, the HR implications
provides a basis for integration.
An alternative framework for linking business and HR strategies is a
competitive strategy approach, which identifies the different HR strategies
that can relate to the firm’s competitive strategies, including those listed by
Porter (1985). An illustration of how this might be expressed is given in
Table 5.3.
Achieving horizontal integration
Horizontal integration or fit is achieved when the various HR strategies
cohere and are mutually supporting. This can be attained by the process of
‘bundling’ as described earlier. Bundling is carried out by, first, identifying
appropriate HR practices, second, assessing how the items in the bundle can
be linked together so that they become mutually reinforcing and therefore
coherent, which may mean identifying integrating practices such as the use
of competence-based processes and performance management, and, finally,
drawing up programmes for the development of these practices, paying
particular attention to the links between them.
Formulating and implementing HR strategies l 61
Table 5.2 Aconceptual approach to linking business and HR strategies
Business strategy – growth through:
Product/market
development
Cost
leadership
Competitive
pricing
Mergers and
acquisitions
HR
strategies
Organization
Resourcing
HRD
Performance
management
Reward
Employee
relations
62 l Strategic HRM in action
Table 5.3 Linking HR and competitive strategies
Competitive
strategy
HR strategy
Resourcing HR development Reward
Achieve
competitive
advantage
through
innovation.
Achieve
competitive
advantage
through
quality.
Achieve
competitive
advantage
through
costleadership.
Achieve
competitive
advantage by
employing
people who
are better
than those
employed by
competitors.
Recruit and retain
high-quality people
with innovative
skills and a good
track record in
innovation.
Use sophisticated
selection
procedures to
recruit people who
are likely to deliver
quality and high
levels of customer
service.
Develop core/
periphery
employment
structures; recruit
people who are
likely to add value;
if unavoidable, plan
and manage
downsizing
humanely.
Use sophisticated
recruitment and
selection
procedures based
on a rigorous
analysis of the
special capabilities
required by the
organization.
Develop strategic
capability and provide
encouragement and
facilities for enhancing
innovative skills and
enhancing the
intellectual capital of the
organization.
Encourage the
development of a
learning organization,
develop and implement
knowledge management
processes, support total
quality and customer
care initiatives with
focused training.
Provide training designed
to improve productivity;
inaugurate just-in-time
training that is closely
linked to immediate
business needs and can
generate measurable
improvements in
cost-effectiveness.
Develop organizational
learning processes;
encourage self-managed
learning through the use
of personal development
plans as part of a
performance
management process.
Provide financial
incentives and
rewards and
recognition for
successful
innovations.
Link rewards to
quality
performance and
the achievement of
high standards of
customer service.
Review all reward
practices to ensure
that they provide
value for money
and do not lead to
unnecessary
expenditure.
Develop
performance
management
processes that
enable both
financial and nonfinancial
rewards to
be related to
competence and
skills; ensure that
pay levels are
competitive.
Integrative processes
Two frequently used integrating processes are performance management
and the use of competencies. The ways in which they can provide the ‘glue’
between different HR practices are illustrated in Figures 5.1 and 5.2.
Horizontal integration can also be achieved by the development of career
family grading structures, which define the competencies required at each
level, thus indicating career paths, and also serve as the framework for pay
structures.
Linking HR practices
Bundling is not just a pick-and-mix process. The aim should be, first, to
establish overriding areas of HR practice that need to be applied generally
and, second, to examine particular practices to establish links or common
ground between them so that they do provide mutual support.
The overarching areas of HR practice will be concerned with organization
development, the management of change, creating a positive employment
relationship, developing mutual commitment policies, communicating
with employees and giving employees a voice (involvement and participation).
These should be taken into account generally and their relevance
should be considered when introducing any specific practices concerned
Formulating and implementing HR strategies l 63
Figure 5.1 Performance management as an integrating force
Performance
improvement
Commitment
Performance
management
Reward
Employee
development
Motivation
with resourcing, human resource development and reward management. It
is necessary to take deliberate steps in the latter areas to achieve coherence.
SETTING OUT THE STRATEGY
The following are the headings under which a strategy and the plans for
implementing it could be set out:
1. Basis
– business needs in terms of the key elements of the business strategy;
– environmental factors and analysis (SWOT/PESTLE);
– cultural factors – possible helps or hindrances to implementation.
2. Content – details of the proposed HR strategy.
3. Rationale – the business case for the strategy against the background of
business needs and environmental/cultural factors.
4. Implementation plan
– action programme;
– responsibility for each stage;
– resources required;
– proposed arrangements for communication, consultation, involvement
and training;
– project management arrangements.
64 l Strategic HRM in action
Development
Use of
competencies
Reward
Recruitment
Figure 5.2 Use of competencies as an integrating force
5. Costs and benefits analysis – an assessment of the resource implications of
the plan (costs, people and facilities) and the benefits that will accrue,
for the organization as a whole, for line managers and for individual
employees (so far as possible these benefits should be quantified in
terms of value added).
But there is no standard model; it all depends on the circumstances of the
organization.
CONDUCTING A STRATEGIC REVIEW
Although HR strategies can emerge and evolve under the influence of
events, there is much to be said for adopting a systematic approach to their
formulation. This can take the form of a strategic review, which assesses
strategy requirements in the light of an analysis of present and future
business and people needs. Such a review provides answers to three basic
questions:
1. Where are we now?
2. Where do we want to be in one, two or three years’ time?
3. How are we going to get there?
The stages of a strategic review are illustrated in Figure 5.3.
The following is an example of a strategic review as carried out in a large
not-for-profit organization.
HR strategic review
Background
A major strategic review of the business has taken place and a new Chief
Executive and other members of the senior management team have been
appointed within the last two years. In essence, the review led to a business
strategy that:
l redefined the purpose of the organization;
l emphasized that the core purpose will continue to be given absolute
priority;
l set out the need to secure the future of activities outside its core purpose;
and importantly
l made proposals designed to shape and secure the financial future.
Formulating and implementing HR strategies l 65
66 l Strategic HRM in action
Analysis:
• What is the business strategy and what are the business
needs emerging from it?
• What are the cultural and environmental factors we need
to take into account?
• What are the key HR weaknesses and issues?
• What are the gaps between what we are doing and what
we ought to do?
Diagnosis:
• Why do the HR weaknesses and issues exist?
• What is the cause of any gaps?
•
What factors are influencing the situation (cultural,
environmental, competition, political, etc)?
Conclusions and recommendations:
• What are our conclusions from the analysis/diagnosis?
• What do we need to do to fill the gaps?
• What alternative strategies are available?
•
Which alternative is recommended and why?
Action planning
• What actions do we need to take to implement the
proposals?
• What problems may we meet and how will we overcome
them?
• Who takes the action and when?
• How do we ensure that we have the committed and
capable line managers required?
Resource planning:
• What resources will we need (money, people, time)?
• How will we obtain these resources?
• How do we convince management that these resources
are required?
• What supporting processes are required?
Benefits:
• What are the benefits to the organization of implementing
these proposals?
• How do they benefit individual employees?
• How do they satisfy business needs?
Figure 5.3 Strategic review sequence
HR issues emerging from the strategic review
The key HR issues emerging from the strategic review are that:
l it will lead to the transformation of the organization;
l this involves major cultural changes, for example:
– some change in the focus to activities other than the core activity;
– a move away from a paternalistic, command-and-control organization;
– introducing processes that enable the organization to operate more
flexibly;
– clarifying expectations but simultaneously gaining commitment to
managing and carrying out activities on the basis of increased selfregulation
and decision making at an operational level rather than
pressures or instructions from above;
– more emphasis on managerial as distinct from technical skills for
managers;
– greater concentration on the financial requirement to balance income
and expenditure while continuing to develop and improve service
delivery;
l a significant change in the regional organization and the roles of the
management team and regional controllers/managers is taking place;
this means that new skills will have to be used that some existing
managers may not possess;
l from a human resource planning viewpoint, decisions will have to be
made on the capabilities required in the future at managerial and other
levels, and these may involve establishing policies for recruiting new
managerial talent from outside the organization rather than relying on
promotion from within;
l difficult decisions may have to be made on retaining some existing
managers in their posts who lack the required skills, and there may be a
requirement to reduce staff numbers in the future;
l more positively, management development and career planning activities
will need to be introduced that reflect the changing culture and
structure of the organization and the different roles managers and others
will be expected to play.
The provision of the core HR services such as recruitment and training is not
an issue.
Steps to address the issues
Steps have already been taken to address these issues, for example:
Formulating and implementing HR strategies l 67
l major communication initiatives introduced by the Chief Executive;
l a review of the pay system, which will no doubt bear in mind the unsatisfactory
experience of the organization in applying performance
management/pay procedures a few years ago;
l decisions on the shape of the regional organization;
l an analysis and diagnosis on cultural issues, ie what the present culture
is and what it should become.
Future strategy
Against this background, it is necessary to build on the steps already taken
by:
l adopting a systematic approach to the achievement of culture change,
bearing in mind that this can be a long haul because it involves changing
behaviour and attitudes at all levels and is difficult if not impossible to
attain simply by managerial dictation;
l developing an HR strategy that, as a declaration of intent, will provide a
framework for the development of HR processes and procedures that
address the issues referred to above; this involves:
– strategic integration, matching HR policies and practices to the
business strategy;
– a coherent approach to the development of these processes so that
HR activities are interrelated and mutually reinforcing;
– a planned approach, but one that is not bureaucratic;
– an emphasis on the need to achieve flexibility, quality and cost-effectiveness
in the delivery of HR services;
l focusing on the activities that will not only deal with the HR issues, but
also help to achieve culture change, namely:
– resourcing: deciding what sort of people are required and ensuring
that they are available;
– human resource development: identifying the skills required, auditing
the skills available, taking steps to match skills to present and future
business requirements and initiating processes for enhancing organizational
and individual learning related to business needs;
– reward: using reward processes to ensure that people are valued
according to their contribution and to convey messages about the
behaviour, capabilities and results expected of them;
– employee relations: building on the steps already taken to communicate
to employees and to involve them in decision-making processes on
matters that concern them.
68 l Strategic HRM in action
The HR strategy will have to establish priorities. Because the thrust of the
strategic review initially makes most impact on managers, the priority may
well be given to people at this level but without neglecting the needs of the
rest of the staff.
IMPLEMENTING HR STRATEGIES
Because strategies tend to be expressed as abstractions, they must be translated
into programmes with clearly stated objectives and deliverables. But
getting strategies into action is not easy. The term ‘strategic HRM’ has been
devalued in some quarters, sometimes to mean no more than a few generalized
ideas about HR policies and at other times to describe a short-term
plan, for example to increase the retention rate of graduates. It must be
emphasized that HR strategies are not just programmes, policies, or plans
concerning HR issues that the HR department happens to feel are
important. Piecemeal initiatives do not constitute strategy.
The problem with strategic HRM as noted by Gratton et al (1999) is that,
too often, there is a gap between what the strategy states will be achieved
and what actually happens to it. As they put it:
One principal strand that has run through this entire book is the disjunction
between rhetoric and reality in the area of human resource management,
between HRM theory and HRM practice, between what the HR function says
it is doing and how that practice is perceived by employees, and between
what senior management believes to be the role of the HR function, and the
role it actually plays.
The factors identified by Gratton et al that contribute to creating this gap
included:
l the tendency of employees in diverse organizations only to accept initiatives
they perceive to be relevant to their own areas;
l the tendency of long-serving employees to cling to the status quo;
l complex or ambiguous initiatives may not be understood by employees
or will be perceived differently by them, especially in large, diverse
organizations;
l it is more difficult to gain acceptance of non-routine initiatives;
l employees will be hostile to initiatives if they are believed to be in
conflict with the organization’s identity, eg downsizing in a culture of
‘job-for-life’;
l the initiative is seen as a threat;
Formulating and implementing HR strategies l 69
l inconsistencies between corporate strategies and values;
l the extent to which senior management is trusted;
l the perceived fairness of the initiative;
l the extent to which existing processes could help to embed the initiative;
l a bureaucratic culture that leads to inertia.
Barriers to the implementation of HR strategies
Each of the factors listed by Gratton et al can create barriers to the successful
implementation of HR strategies. Other major barriers include failure to
understand the strategic needs of the business, inadequate assessment of
the environmental and cultural factors that affect the content of the
strategies, and the development of ill-conceived and irrelevant initiatives,
possibly because they are current fads or because there has been an illdigested
analysis of best practice that does not fit the organization’s requirements.
These problems are compounded when insufficient attention is paid
to practical implementation problems, the important role of line managers
in implementing strategies and the need to have established supporting
processes for the initiative (eg performance management to support
performance pay).
Overcoming the barriers
To overcome these barriers it is necessary to: 1) conduct a rigorous preliminary
analysis of needs and requirements; 2) formulate the strategy; 3) enlist
support for the strategy; 4) assess barriers; 5) prepare action plans; 6)
project-manage implementation; and 7) follow up and evaluate progress so
that remedial action can be taken as necessary.
70 l Strategic HRM in action
6
Improving business
performance through
strategic HRM
Strategic HRM is about improving business performance through people.
Organizations in all sectors (private, public or voluntary) have to be
business-like in the sense that they are in the business of effectively and efficiently
achieving their purpose, whether this is to make profits, deliver a
public service or undertake charitable functions. The major concerns of
strategic HRM are to meet the business needs of the organization and the
individual and collective needs of the people employed in it. Aconsiderable
amount of research has been conducted recently on how HRM impacts on
organizational performance, and this is summarized in the first section of
this chapter. The second part of the chapter explores the general lessons that
can be learnt from this research and other relevant research projects. Finally,
consideration is given to how, in the light of the research, strategic HRM can
make a contribution to improving business performance.
71
HOW HR IMPACTS ON ORGANIZATIONAL
PERFORMANCE
The assumption underpinning the practice of HRM is that people are the
organization’s key resource and organizational performance largely
depends on them. If, therefore, an appropriate range of HR policies and
processes is developed and implemented effectively, then HR will make a
substantial impact on firm performance.
The Holy Grail sought by many commentators on human resource
management is to establish that a clear positive link between HRM practices
and organizational performance exists. There has been much research,
summarized in Table 6.1, over the last decade or so that has attempted to
answer two basic questions: 1) ‘Do HR practices make a positive impact on
organizational performance?’ and 2) ‘If so, how is the impact achieved?’ The
second question is the more important one. It is not enough to justify HRM
by proving that it is a good thing. What counts is what can be done to ensure
that it is a good thing. This is the ‘black box’ mentioned by Purcell et al (2003)
that lies between intentions and outcomes.
Ulrich (1998) has pointed out that: ‘HR practices seem to matter; logic
says it is so; survey findings confirm it. Direct relationships between
investment and attention to HR practices are often fuzzy, however, and vary
according to the population sampled and the measures used.’
Purcell et al (2003) have cast doubts on the validity of some of the attempts
through research to make the connection: ‘Our study has demonstrated
convincingly that research which only asks about the number and extent of
HR practices can never be sufficient to understand the link between HR
practices and business performance. As we have discussed it is misleading
to assume that simply because HR policies are present that they will be
implemented as intended.’
Further comments about attempts to trace the link have been made by Truss
(1999), who, following research in Hewlett-Packard, remarked that:
Our findings did lend strong support to the argument put forward by Mueller
(1996) that the informal organization has a key role to play in the HRM process
such that informal practice and norms of behaviour interact with formal HR
policies… We cannot consider how HRM and performance are linked without
analysing, in some detail, how policy is turned into practice through the lens of
the informal organization.
72 l Strategic HRM in action
Improving business performance through strategic HRM l 73
Table 6.1 Outcomes of research on the link between HR and
organizational performance
Researcher(s) Methodology Outcomes
Arthur (1990,
1992, 1994)
Data from 30 US strip mills used
to assess impact on labour
efficiency and scrap rate by
reference to the existence of
either a high-commitment
strategy or a control strategy.
Firms with a high-commitment
strategy had significantly higher
levels of both productivity and
quality than those with a
control strategy.
Huselid
(1995)
Analysis of the responses of 968
US firms to a questionnaire
exploring the use of highperformance
work practices,*
the development of synergies
between them and the alignment
of these practices with the
competitive strategy.
Productivity is influenced by
employee motivation; financial
performance is influenced by
employee skills, motivation
and organizational structures.
Huselid and
Becker (1995)
An index of HR systems in 740
firms was created to indicate the
degree to which each firm
adopted a high-performance
work system.
Firms with high values on the
index had economically and
statistically higher levels of
performance.
Becker et al
(1997)
Outcomes of a number of
research projects were analysed
to assess the strategic impact on
shareholder value of highperformance
work systems.
High-performance systems
make an impact as long as they
are embedded in the
management infrastructure.
Patterson et al
(1997)
The research examined the link
between business performance
and organization culture and the
use of a number of HR practices.
HR practices explained
significant variations in
profitability and productivity
(19% and 18% respectively).
Two HR practices were
particularly significant: 1) the
acquisition and development
of employee skills; and 2) job
design including flexibility,
responsibility, variety and the
use of formal teams.
Thompson
(1998)
A study of the impact of highperformance
work practices such
as teamworking, appraisal, job
rotation, broad-banded grade
structures and sharing of business
information in 623 UK aerospace
establishments.
The number of HR practices
and the proportion of the
workforce covered appeared to
be the key differentiating
factors between more and less
successful firms.
*In the US research projects noted in Table 6.1, reference is made to the impact
made by the following strategies:
74 l Strategic HRM in action
Researcher(s) Methodology Outcomes
The 1998
Workplace
Employee
Relations
Survey (as
analysed by
Guest et al,
2000a)
An analysis of the survey, which
sampled some 2,000 workplaces
and obtained the views of about
28,000 employees.
A strong association exists
between HRM and both
employee attitudes and
workplace performance.
The Future of
Work Survey,
Guest et al
(2000b)
The survey covered 835 private
sector organizations, and
interviews were carried out with
610 HR professionals and 462
chief executives.
A greater use of HR practices is
associated with higher levels of
employee commitment and
contribution and is in turn
linked to higher levels of
productivity and quality of
services.
Purcell et al
(2003)
A University of Bath longitudinal
study of 12 companies to
establish how people
management impacts on
organizational performance.
The most successful companies
had what the researchers called
‘the big idea’. The companies
had a clear vision and a set of
integrated values that were
embedded, enduring,
collective, measured and
managed. They were
concerned with sustaining
performance and flexibility.
Clear evidence existed between
positive attitudes towards HR
policies and practices, levels of
satisfaction, motivation and
commitment, and operational
performance. Policy and
practice implementation (not
the number of HR practices
adopted) is the vital ingredient
in linking people management
to business performance and
this is primarily the task of line
managers.
Table 6.1 continued
l a commitment strategy – a strategy, as described by Walton (1985), that
promotes mutuality between employers and employees;
l a control strategy – as described by Walton (1985), one in which the aim is
to establish order, exercise control and achieve efficiency in the application
of the workforce but where employees do not have a voice except
through their unions;
l high-performance work systems – these aim to impact on performance
through people by the use of such practices as rigorous recruitment and
selection procedures, extensive and relevant training and management
development activities, incentive pay systems and performance
management processes.
HOW HRM STRATEGIES MAKE AN IMPACT
In Guest et al (2000b) the relationship between HRM and performance was
modelled as shown in Figure 6.1.
The Bath People and Performance Model developed by Purcell et al (2003)
is shown in Figure 6.2.
Central to this model is the concept that performance is a function of
Ability + Motivation + Opportunity (AMO). On the outside ring, 11 policy or
practice areas are identified to feed into and give meaning to AMO. The
second crucial feature of the model is the central box – front-line
management – which draws attention to the fact that nearly all HR policies
are applied through and by line managers. It is these managers who bring
policies to life. Organizational commitment, motivation and job satisfaction
all lead to discretionary behaviour, which in turn generates performance
outcomes, which in themselves contribute to commitment, motivation and
job satisfaction.
Improving business performance through strategic HRM l 75
Figure 6.1 Model of the link between HRM and performance (from Guest et al,
2000b)
HR practice s
Quality of
goods and
services Financial
performan ce
Productivi ty
Business
strategy
HR strategy
HR
effectiveness
HR outcomes
Employee:
competence
commitment
flexibility
76 l Strategic HRM in action
Recruitment/
selection
Training and
development
Performance
appraisal
Career
opportunity
Job
security
Pay
satisfaction
Work–life
balance
Job
challenge/
autonomy
Teamworking
Ability and
skill
Motivation
and incentive
Opportunity
to participate
Front-line
management:
– implementing
– enacting
– leading
– controlling
Organization
commitment
Motivation
Job
satisfaction
Discretionary
behaviour
Performance
outcomes
Involvement
Communication
Figure 6.2 The Bath People and Performance Model (from Purcell et al, 2003)
HOW STRATEGIC HRM CONCEPTS IMPACT
ON PRACTICE
The practice areas covered by HR strategies that impact on performance are
summarized in Table 6.2.
Improving business performance through strategic HRM l 77
Table 6.2 The HR practices that impact on performance
HR practice area How it impacts
Attracting, developing and
retaining high-quality
people
Matches people to the strategic and operational
needs of the organization. Provides for the
acquisition, development and retention of talented
employees who can deliver superior performance,
productivity, flexibility, innovation and high levels of
personal customer service and who ‘fit’ the culture
and the strategic requirements of the organization.
Talent management Wins ‘war for talent’ by ensuring that the talented and
well-motivated people required by the organization
to meet present and future needs are available.
Working environment –
core values, leadership,
work–life balance,
managing diversity, secure
employment
Develops ‘the big idea’ (Purcell et al, 2003), ie a clear
vision and a set of integrated values. Makes the
organization ‘a great place to work’.
Job and work design Provides individuals with stimulating and interesting
work and gives them the autonomy and flexibility to
perform their jobs well. Enhances job satisfaction and
flexibility, which encourages high performance and
productivity.
Learning and development Enlarges the skill base and develops the levels of
competence required in the workforce. Encourages
discretionary learning, which happens when
individuals actively seek to acquire the knowledge
and skills that promote the organization’s objectives.
Develops a climate of learning – a growth medium in
which self-managed learning as well as coaching,
mentoring and training flourish.
78 l Strategic HRM in action
Table 6.2 continued
HR practice area How it impacts
Managing knowledge and
intellectual capital
Focuses on both organizational and individual
learning and on providing learning opportunities and
opportunities to share knowledge in a systematic way.
Ensures that vital stocks of knowledge are retained
and deals with improving the flow of knowledge,
information and learning within the organization.
Increasing motivation,
commitment and role
engagement
Encourages people to identify themselves with and
act upon the core values of the organization and
willingly to contribute to the achievement of
organizational goals. Develops a climate of
cooperation and trust, clarifying the psychological
contract.
High-performance
management
Develops a performance culture that encourages high
performance in such areas as productivity, quality,
levels of customer service, growth, profits and,
ultimately, the delivery of increased shareholder
value. Empowers employees to exhibit the
discretionary behaviours most closely associated with
higher business performance such as risk taking,
innovation, knowledge sharing and establishing trust
between managers and subordinates.
Reward management Develops motivation, commitment, job engagement
and discretionary behaviour by valuing and rewarding
people in accordance with their contribution.
7
Roles in strategic HRM
This chapter is concerned with the strategic roles of the people involved as
top managers, front line managers, HR directors, or members of the HR
function.
THE STRATEGIC ROLE OF TOP MANAGEMENT
Top management is there to provide visionary leadership, define purposes
and values and set the direction. It develops the overall business strategies
and ensures that functional strategies for marketing, product/service development,
customer service, operations, IT and HR are prepared and implemented
in ways that provide sustained support to the achievement of
business goals.
THE STRATEGIC ROLE OF FRONT-LINE MANAGEMENT
HR can initiate new policies and practices but it is the line that has the main
responsibility for implementing them. In other words, ‘HR proposes but the
line disposes’. Front-line managers, in the words of Purcell et al (2003),
‘bring HR policies to life’. If line managers are not disposed favourably
79
towards what HR wants them to do, they won’t do it or, if compelled to,
they will be half-hearted about it.
As pointed out by Purcell et al, high levels of organizational performance
are not achieved simply by having a range of well-conceived HR policies
and practices in place. What makes the difference is how these policies and
practices are implemented. That is where the role of line managers in people
management is crucial: ‘The way line managers implement and enact
policies, show leadership in dealing with employees and in exercising
control come through as a major issue.’ Purcell et al noted that dealing with
people is perhaps the aspect of their work in which line managers can
exercise the greatest amount of discretion. If they use their discretion to
avoid putting HR’s ideas into practice, then the rhetoric is unlikely to be
converted into reality. Performance management schemes often fail because
of the reluctance of managers to carry out reviews.
Afurther factor affecting the role of line management is their ability to do
the HR tasks assigned to them. People-centred activities such as defining
roles, interviewing, reviewing performance, providing feedback, coaching
and identifying learning and development needs all require special skills.
Some managers have them; some don’t. Performance-related pay schemes
sometimes fail because of untrained line managers.
It is argued by Floyd and Woolridge (1997) that line managers should
actively participate in the ‘thinking’ as well as the ‘doing’ of strategy. They
suggest that line managers can champion alternatives by conceiving
opportunities that fall outside an organization’s current concept of
strategy. They can synthesize information about emerging issues, for
example internal or external developments and events and trends viewed
as important to the organization. They can also stimulate change that has
not been catered for in the organization’s deliberate strategy by supporting
more radical activities. Line managers can carry out these roles if they are
given authority as well as responsibility, have the freedom to experiment
and, importantly, are included in strategic decision making. As Currie and
Procter (2001) point out, ‘HR strategy may best be composed of broad
themes which can be contextualized at local level… This encourages
middle managers to elaborate on these broad themes, taking into account
specific operational contexts, and to determine how best those themes are
realized.’
To promote the role of front-line managers as ‘strategic partners’ it is
necessary to involve them in strategic planning activities as members of crossfunctional
project teams and to provide them with the training and development
that will enable them to play their part. As Barnett et al (1996)
comment, the realization of HR strategy is likely to be a process of ‘negotiated
evolution’ with line managers and other stakeholders.
80 l Strategic HRM in action
THE STRATEGIC ROLE OF THE HR DIRECTOR
HR directors have a key role in strategic HRM, especially if they are – as
they should be – on the board or members of the top management team.
They are there to envision how HR strategies can be integrated with the
business strategy, to prepare strategic plans and to oversee their implementation.
They should play a major part in organization development and
change management and in the achievement of coherence in the different
aspects of HR policy. HR directors who will most probably play a full
strategic role as business partners are likely to be involved in business
planning and the integration of human resource plans with business plans
and will be well placed to exert influence on the way in which the enterprise
is organized, managed and staffed – all with a view to helping it achieve its
strategic objectives. Although professionally competent in HR techniques,
their contribution and credibility will depend mainly on their business
awareness and skills and their ability to play a full part as members of the
top team.
THE STRATEGIC ROLE OF HR SPECIALISTS
It is Ulrich’s (1998) view that HR executives, to be fully fledged strategic
partners with senior management, should ‘impel and guide serious
discussion of how the company should be organized to carry out its
strategy’.
HR must take stock of its own work and set clear priorities. At any given
moment, the HR staff might have a dozen initiatives in its sights, such as payfor-
performance, global teamwork and action-learning development experiences.
But to be truly tied to business outcomes, HR needs to join forces with
operating managers to assess systematically the impact and importance of
each one of these initiatives. Which ones are really aligned with strategy
implementation? Which ones should receive immediate attention and which
ones can wait? Which ones, in short, are really linked to business results?
The answers must be obtained to six questions:
1. Shared mindset: To what extent does our company have the right culture
to achieve our goals?
2. Competence: To what extent does our company have the required
knowledge, skills and abilities?
3. Consequence: To what extent does our company have the appropriate
measures, rewards and incentives?
Roles in strategic HRM l 81
4. Governance: To what extent does our company have the right organization
structure, communication systems and policies?
5. Capacity for change: To what extent does our company have the ability to
improve work processes, to change and to learn?
6. Leadership: To what extent does our company have the leadership to
achieve its goals?
The new mandate for HR
According to Ulrich (1998), ‘HR should not be defined by what it does but
by what it delivers – results that enrich the organization’s value to
customers, investors and employees’. Ulrich believes that for HR to deliver
excellence it should:
l become a partner with senior and line managers in strategy execution,
helping to improve planning from the conference room to the marketplace;
l become an expert in the way work is organized and executed, delivering
administrative efficiency to ensure that costs are reduced while quality is
maintained;
l become a champion for employees, vigorously representing their
concerns to senior management and at the same time working to increase
employee contribution, that is, employees’ commitment to the organization
and their ability to deliver results;
l become an agent of continuous transformation, shaping processes and a
culture that together improve an organization’s capacity for change;
l communicate the importance of the soft, people-centred issues;
l define HR deliverables and be accountable for them;
l invest in innovative HR practices.
The specific strategic roles of HR
The four specific strategic roles of HR as discussed below are:
1. business partner – working alongside business colleagues to align HR and
business strategy and manage human resources strategically;
2. innovator – developing integrated HR strategies;
3. change agent – the management of transformation and change;
4. implementer – getting strategies into action.
Business partner
HR practitioners as business partners share responsibility with their line
management colleagues for the success of the enterprise. As described by
82 l Strategic HRM in action
Tyson (1985), they have the capacity to identify business opportunities, to
see the broad picture and to see how their HR role can help to achieve the
company’s business objectives. They integrate their activities closely with
top management and ensure that they serve a long-term strategic purpose.
As business partners, HR practitioners are aware of business strategies
and the opportunities and threats facing the organization. They are capable
of analysing organizational strengths and weaknesses, and diagnosing the
issues facing the enterprise (PESTLE analysis) and their human resource
implications. They know about the critical success factors that will create
competitive advantage and they can draw up a convincing business case
for innovations that will add value.
But in acting as a business partner, HR must still deliver effective services.
The innovation role
A strategic approach to HRM will mean that HR specialists will innovate –
they introduce new processes and procedures that they believe will increase
organizational effectiveness.
The need for innovation should be established by processes of analysis
and diagnosis that identify the business need and the issues to be
addressed. ‘Benchmarking’ can take place to identify ‘best practice’ as
adopted by other organizations. But in the interests of achieving ‘best fit’ the
innovation should meet the particular needs of the business, which are
likely to differ from those of other ‘best practice’ organizations. It has to be
demonstrable that the innovation is appropriate, beneficial and practical in
the circumstances and can be implemented without too much difficulty in
the shape of opposition from those affected by it or the unjustifiable use of
resources – financial and the time of those involved.
The danger, according to Marchington (1995), is that HR people may go in
for ‘impression management’ – aiming to make an impact on senior managers
and colleagues through publicizing high-profile innovations. HR specialists
who aim to draw attention to themselves simply by promoting the latest
flavour of the month, irrespective of its relevance or practicality, are falling
into the trap that Drucker (1955), anticipating Marchington by 40 years,
described as follows: ‘The constant worry of all HR administrators is their
inability to prove that they are making a contribution to the enterprise. Their
pre-occupation is with the search for a “gimmick” which will impress their
management colleagues.’ As Marchington points out, the risk is that people
believe ‘all can be improved by a wave of the magic wand and the slaying of a
few evil characters along the way’. This facile assumption means that people
can too readily devise elegant solutions that do not solve the problem because
of the hazards encountered during implementation, for example indifference
or open hostility. These have to be anticipated and catered for.
Roles in strategic HRM l 83
The change manager role
Johnson and Scholes (1993) in their classic book on strategy suggest that
‘organizations that successfully manage change are those that have integrated
their human resource management policies with their strategies and
the strategic change process’.
Strategies involve change, and failures to implement strategies often arise
because the changes involved have not been managed effectively. HR practitioners
can play a major part in developing and implementing organizational
change. They must pay particular attention to managing change
when implementing HR initiatives. This means considering:
l who will be affected by the change;
l how they will react to it;
l barriers to implementation (eg resistance or indifference to change) and
how they will be overcome;
l resource requirements for implementing change (these resources include
the commitment and skill of those involved in the change as well as
people, time and money);
l who is available to champion the change;
l how line managers and others will be involved in the change process,
including the formulation as well as the implementation of changed
policies;
l how the purpose and impact of change will be communicated to all
concerned;
l what different skills and behaviours will be required and how they are to
be developed;
l how the change process will be monitored;
l how the effectiveness of the change will be measured;
l what steps will be taken to evaluate the impact of change.
A change model used by HR staff at GE in the United States to guide a
transformation process in the company is shown in Table 7.1. The model is
based on the statement that ‘change begins by asking who, why, what and
how’.
The implementer role
HR strategists have to decide where they want to go and how they mean to
get there. They are in the delivery business – making things happen, getting
things done. They are thinking performers – they have to think carefully
about what they are planning in the context of their organization and within
84 l Strategic HRM in action
Roles in strategic HRM l 85
Table 7.1 Change model (from Ulrich, 1998)
Key success
factors in change
Questions to assess and accomplish the key success factors for
change
Leadership Do we have a leader:
– who owns and champions change?
– who publicly commits to making it happen?
– who will garner the resources necessary to sustain it?
– who will put in the personal time and attention needed to
follow through?
Creating a shared
need
(Why do it?)
Do employees:
– see the reason for the change?
– understand why it is important?
– see how it will help them and the business in the short and
long term?
Shaping a vision
(What will it look
like when it is
done?)
Do employees:
– see the outcomes of the change in behavioural terms (ie in
terms of what people will do differently as a result of the
change)?
– get excited about the results of accomplishing the change?
– understand how it will benefit customers and other
stakeholders?
Mobilizing
commitment
(Who else needs
to be involved?)
Do the sponsors of the change:
– recognize who else has to be committed to the change to
make it happen?
– know how to build a coalition of support for the change?
– have the ability to enlist the support of key individuals in the
organization?
– have the ability to build a responsibility matrix to make it
happen?
Leading change
(Who is
responsible?)
Do the sponsors of the change:
– understand how to link it to other HR systems such as
staffing, training, appraisal, rewards, structure and
communications?
– recognize the systems implications of the change?
Monitoring
progress
(How will it be
measured?)
Do the sponsors of the change:
– have a means of measuring its success?
– plan to benchmark progress against both the results of the
change and the process of implementing it?
Making it last
(How will it get
started and last?)
Do the sponsors of the change:
– recognize the first steps in getting it started?
– have a short-term and long-term plan to keep attention
focused on the change?
– have a plan to adapt the change over time?
the framework of a recognized body of knowledge, and they have to
perform effectively in the sense of delivering advice, guidance and services
that will help the organization to achieve its strategic goals. Karen Legge
(1995) made a similar point when she referred to HRM as a process of
‘thinking pragmatism’.
86 l Strategic HRM in action
Part 3
HR strategies
87
8
Strategies for improving
organizational effectiveness
An effective organization is one that achieves its purpose by meeting the
needs of its stakeholders, matching its resources to opportunities, adapting
flexibly to environmental changes and creating a culture that promotes
commitment, creativity, shared values and mutual trust. The improvement
of organizational effectiveness is an overall objective of strategic HRM,
which addresses the organization-wide process issues discussed in this
chapter relating to organizational development and transformation, culture
management, knowledge management, change management, developing a
climate of high commitment and trust, quality management, continuous
improvement and customer relations. The last three of these areas are the
special concern of front-line managers, but the HR function can provide
support and help in developing and implementing the required strategies.
A holistic approach is required that provides the basis for integrated HR
strategies in the main areas of resourcing and talent management, learning
and development, performance management, reward and employee relations,
which are discussed in the next five chapters.
89
STRATEGIES FOR IMPROVING ORGANIZATIONAL
EFFECTIVENESS
Strategies for improving organizational effectiveness will focus on developing
processes that support the achievement of business goals and a
positive culture. There are no universal prescriptions for the development of
strategies. Some of the areas that might be considered are listed in the box,
but these are generalities and would have to be turned into specifics in accordance
with an assessment of the particular business environment and needs.
Rosabeth Moss Kanter (1989) noted that corporations are being pushed in
ever less bureaucratic and ever more entrepreneurial directions, cutting out
unnecessary layers of the hierarchy and forging closer ties with employees.
She emphasizes, however, that the pursuit of excellence has multiplied the
number of demands on executives and managers and described this as the
‘post-entrepreneurial corporation’. This represents ‘a triumph of process
over structure’. She suggests that relationships and communication and the
flexibility to combine resources are more important than the formal
channels and reporting relationships represented in an organization chart:
‘What is important is not how responsibilities are divided but how people
can pull together to pursue new opportunities.’
90 l HR strategies
Areas for developing organizational effectiveness
l Clearly defined goals and strategies to accomplish them.
l A value system that emphasizes performance, productivity,
quality, customer service, teamwork and flexibility.
l Strong visionary leadership from the top.
l Apowerful management team.
l Awell-motivated, committed, skilled and flexible workforce.
l Effective teamwork throughout the organization, with win/lose
conflict well under control.
l Continuous pressure to innovate and grow.
l The ability to respond fast to opportunities and threats.
l The capacity to manage, indeed thrive, on change.
l A sound financial base and good systems for management
accounting and cost control.
In Managing on the Edge, Richard Pascale (1990) suggested a new
‘paradigm’ for organizations in which they are:
l placing increased emphasis on the ‘soft’ dimensions of style and shared
values;
l operating as networks rather than hierarchies;
l moving from the status-driven view that managers think and workers
do as they are told, to a belief in managers as ‘facilitators’ with workers
empowered to initiate improvements and change;
l placing less emphasis on vertical tasks within functional units and more
on horizontal tasks and collaboration across units;
l focusing less on content and the prescribed use of specific tools and techniques
and more on ‘process’ and a holistic synthesis of techniques;
l changing the military command model to a commitment model.
Linda Gratton (2004) has proposed the following six tenets of the democratic
enterprise:
1. The relationship between the organization and the individual is adult to
adult.
2. Individuals are seen primarily as investors actively building and
deploying their human capital.
3. Individuals are able to develop their natures and express their diverse
qualities.
4. Individuals are able to participate in determining the nature of their
association.
5. The liberty of some individuals is not at the expense of others.
6. Individuals have accountabilities and obligations both to themselves
and to the organization.
STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT
Strategies for improving organizational processes can involve preparing and
implementing organization development programmes. Organization development
(OD) has been defined by French and Bell (1990) as:
A planned systematic process in which applied behavioural science principles
and practices are introduced into an ongoing organization towards the goals of
effecting organizational improvement, greater organizational competence,
and greater organizational effectiveness. The focus is on organizations and
their improvement or, to put it another way, total systems change. The orientation
is on action – achieving desired results as a result of planned activities.
Strategies for improving organizational effectiveness l 91
OD was originally based on behavioural science concepts, but during the
1980s and 1990s the focus shifted to a number of other approaches. Some of
these, such as organizational transformation, are not entirely dissimilar to
OD. Others such as team building, change management and culture change
or management are built on some of the basic ideas developed by writers on
organization development and OD practitioners. Yet other approaches such
as continuous improvement (kaizen), total quality management, business
process re-engineering and performance management would be described
as holistic processes that attempt to improve overall organizational effectiveness
from a particular perspective.
Characteristics of OD strategies
OD concentrates on how things are done as well as what is done. It is
concerned with system-wide change. The organization is considered as a total
system and the emphasis is on the interrelationships, interactions and interdependencies
of different aspects of how systems operate as they transform
inputs and outputs and use feedback mechanisms for self-regulation. OD
practitioners talk about ‘the client system’ – meaning that they are dealing
with the total organizational system.
Assumptions and values of OD
OD is based upon the following assumptions and values:
l Most individuals are driven by the need for personal growth and development
as long as their environment is both supportive and challenging.
l The work team, especially at the informal level, has great significance for
feelings of satisfaction, and the dynamics of such teams have a powerful
effect on the behaviour of their members.
l OD programmes aim to improve the quality of working life of all
members of the organization.
l Organizations can be more effective if they learn to diagnose their own
strengths and weaknesses.
l But managers often do not know what is wrong and need special help in
diagnosing problems, although the outside ‘process consultant’ ensures
that decision making remains in the hands of the client.
Features of OD strategies
OD strategies are developed as programmes with the following features:
92 l HR strategies
1. They are managed, or at least strongly supported, from the top but often
make use of third parties or ‘change agents’ to diagnose problems and to
manage change by various kinds of planned activity or ‘intervention’.
2. The plans for organization development are based upon a systematic
analysis and diagnosis of the circumstances of the organization and the
changes and problems affecting it.
3. They use behavioural science knowledge and aim to improve the way
the organization copes in times of change through such processes as
interaction, communications, participation, planning and conflict
management.
OD activities
The activities that may be incorporated in an OD programme are summarized
below.
Action research
This is an approach developed by Lewin (1947), which takes the form of
systematically collecting data from people about process issues and feeding
the data back in order to identify problems and their likely causes. This
provides the basis for an action plan to deal with the problem that can be
implemented cooperatively by the people involved. The essential elements
of action research are data collection, diagnosis, feedback, action planning,
action and evaluation.
Survey feedback
This is a variety of action research in which data are systematically collected
about the system and then fed back to groups to analyse and interpret as the
basis for preparing action plans. The techniques of survey feedback include
the use of attitude surveys and workshops to feed back results and discuss
implications.
Interventions
The term ‘intervention’ in OD refers to core structured activities involving
clients and consultants. The activities can take the form of action research,
survey feedback or any of those mentioned below. Argyris (1970) summed
up the three primary tasks of the OD practitioner or interventionist as being
to:
Strategies for improving organizational effectiveness l 93
1. generate and help clients to generate valid information that they can
understand about their problems;
2. create opportunities for clients to search effectively for solutions to their
problems, to make free choices;
3. create conditions for internal commitment to their choices and opportunities
for the continual monitoring of the action taken.
Process consultation
As described by Schein (1969) this involves helping clients to generate and
analyse information that they can understand and, following a thorough
diagnosis, act upon. The information will relate to organizational processes
such as inter-group relations, interpersonal relations and communications.
The job of the process consultant was defined by Schein as being to ‘help the
organization to solve its own problems by making it aware of organizational
processes, of the consequences of these processes, and of the mechanisms by
which they can be changed’.
Team-building interventions
These deal with permanent work teams or those set up to deal with projects
or to solve particular problems. Interventions are directed towards the
analysis of the effectiveness of team processes such as problem solving,
decision making and interpersonal relationships, a diagnosis and
discussion of the issues and joint consideration of the actions required to
improve effectiveness.
Inter-group conflict interventions
As developed by Blake, Shepart and Mouton (1964) these aim to improve
inter-group relations by getting groups to share their perceptions of one
another and to analyse what they have learnt about themselves and the
other group. The groups involved meet each other to share what they have
learnt and to agree on the issues to be resolved and the actions required.
Personal interventions
These include sensitivity training laboratories (T-groups), transactional
analysis and, more recently, neuro-linguistic programming (NLP). Another
approach is behaviour modelling, which is based on Bandura’s (1977) social
learning theory. This states that for people to engage successfully in a
behaviour they 1) must perceive a link between the behaviour and certain
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outcomes, 2) must desire those outcomes (this is termed ‘positive valence’)
and 3) must believe they can do it (termed ‘self-efficacy’). Behaviour
modelling training involves getting a group to identify the problem and
develop and practise the skills required by looking at videos showing what
skills can be applied, role-playing, practising the use of skills on the job and
discussing how well they have been applied.
Use of OD
The decline of traditional OD as mentioned earlier has been partly caused
by disenchantment with the jargon used by consultants and the unfulfilled
expectations of significant improvements in organizational effectiveness.
There was also a reaction in the hard-nosed 1980s against the perceived
softness of the messages preached by the behavioural scientists.
Managements in the later 1980s and 1990s wanted more specific strategies
that would impact on processes they believed to be important as means of
improving performance, such as total quality management, business
process re-engineering and performance management. The need to manage
change to processes, systems or culture was still recognized as long as it was
results driven, rather than activity centred. Team-building activities in the
new process-based organizations were also regarded favourably as long as
they were directed towards measurable improvements in the shorter term.
It was also recognized that organizations were often compelled to transform
themselves in the face of massive challenges and external pressures, and
that traditional OD approaches would not make a sufficient or speedy
impact. Many of the approaches to organizational transformation as
described below were, however, developed during the heyday of OD – the
philosophy may have been rejected but the practices that worked, based on
action learning and survey feedback techniques, were often retained.
STRATEGIES FOR ORGANIZATIONAL
TRANSFORMATION
Transformation, according to Webster’s Dictionary, is: ‘A change in the shape,
structure, nature of something’. Organizational transformation strategies are
concerned with the development of programmes that will ensure that the
organization responds strategically to new demands and continues to
function effectively in the dynamic environment in which it operates.
Organizational transformation strategic plans may involve radical
changes to the structure, culture and processes of the organization – the way
Strategies for improving organizational effectiveness l 95
it looks at the world. This may be in response to competitive pressures,
mergers, acquisitions, investments, disinvestments, changes in technology,
product lines, markets, cost reduction exercises and decisions to downsize
or outsource work. Transformational change may be forced on an organization
by investors or government decisions. It may be initiated by a new
chief executive and top management team with a remit to ‘turn round’ the
business.
Transformational change strategies involve planning and implementing
significant and far-reaching developments in corporate structures and
organization-wide processes. The change is neither incremental (bit by bit)
nor transactional (concerned solely with systems and procedures).
Transactional change, according to Pascale (1990), is merely concerned with
the alteration of ways in which the organization does business and people
interact with one another on a day-to-day basis and ‘is effective when what
you want is more of what you’ve already got’. He advocates a ‘discontinuous
improvement in capability’ and this he describes as transformation.
A distinction can also be made between first-order and second-order
transformational development. First-order development is concerned with
changes to the ways in which particular parts of the organization function.
Second-order change aims to make an impact on the whole organization.
Types of transformational strategies
Four strategies for transformational change have been identified by
Beckhard (1989):
1. a change in what drives the organization – for example, a change from being
production driven to being market driven would be transformational;
2. a fundamental change in the relationships between or among organizational
parts – for example, decentralization;
3. a major change in the ways of doing work – for example, the introduction of
new technology such as computer-integrated manufacturing;
4. a basic, cultural change in norms, values or research systems – for example,
developing a customer-focused culture.
Transformation through leadership
Transformation programmes are led from the top within the organization.
They do not rely on an external ‘change agent’ as did traditional OD interventions,
although specialist external advice might be obtained on aspects
of the transformation such as strategic planning, reorganization or developing
new reward processes.
96 l HR strategies
The prerequisite for a successful programme is the presence of a transformational
leader who, as defined by Burns (1978), motivates others to strive for
higher-order goals rather than merely short-term interest. Transformational
leaders go beyond dealing with day-to-day management problems; they
commit people to action and focus on the development of new levels of
awareness of where the future lies, and commitment to achieving that future.
Burns contrasts transformational leaders with transactional leaders, who
operate by building up a network of interpersonal transactions in a stable
situation and who enlist compliance rather than commitment through the
reward system and the exercise of authority and power. Transactional leaders
may be good at dealing with here-and-now problems but they will not
provide the vision required to transform the future.
Managing the transition
Strategies need to be developed for managing the transition from where the
organization is to where the organization wants to be. This is the critical part
of a transformation programme. It is during the transition period of getting
from here to there that change takes place. Transition management starts
from a definition of the future state and a diagnosis of the present state. It is
then necessary to define what has to be done to achieve the transformation.
This means deciding on the new processes, systems, procedures, structures,
products and markets to be developed. Having defined these, the work can
be programmed and the resources required (people, money, equipment and
time) can be defined. The strategic plan for managing the transition should
include provisions for involving people in the process and for communicating
to them about what is happening, why it is happening and how it will
affect them. Clearly the aims are to get as many people as possible
committed to the change.
The transformation programme
The eight steps required to transform an organization have been summed
up by Kotter (1995) as follows:
1. Establishing a sense of urgency:
– examining market and competitive realities;
– identifying and discussing crises, potential crises or major opportunities.
2. Forming a powerful guiding coalition:
– assembling a group with enough power to lead the change effort;
– encouraging the group to work together as a team.
Strategies for improving organizational effectiveness l 97
3. Creating a vision:
– creating a vision to help direct the change effort;
– developing strategies for achieving that vision.
4. Communicating the vision:
– using every vehicle possible to communicate the new vision and
strategies;
– teaching new behaviours by the example of the guiding coalition.
5. Empowering others to act on the vision:
– getting rid of obstacles to change;
– changing systems or structures that seriously undermine the vision;
– encouraging risk taking and non-traditional ideas, activities and
actions.
6. Planning for and creating short-term wins:
– planning for visible performance improvement;
– creating those improvements;
– recognizing and rewarding employees involved in the improvements.
7. Consolidating improvements and producing still more change:
– using increased credibility to change systems, structures and policies
that do not fit the vision;
– hiring, promoting and developing employees who can implement
the vision;
– reinvigorating the process with new projects, themes and change agents.
8. Institutionalizing new approaches:
– articulating the connections between the new behaviours and
corporate success;
– developing the means to ensure leadership development and
succession.
Transformation capability
The development and implementation of transformation strategies require
special capabilities. As Gratton (1999) points out: ‘Transformation capability
depends in part on the ability to create and embed processes which link
business strategy to the behaviours and performance of individuals and
teams. These clusters of processes link vertically (to create alignment with
short-term business needs), horizontally (to create cohesion), and temporally
(to transform to meet future business needs).’
The strategic role of HR in organizational transformation
HR can and should play a key strategic role in developing and implementing
organizational transition and transformation strategies. It can
98 l HR strategies
provide help and guidance in analysis and diagnosis, highlighting the
people issues that will fundamentally affect the success of the strategy. HR
can advise on resourcing programmes and planning and implementing the
vital learning, reward, communications and involvement aspects of the
process. It can anticipate people problems and deal with them before they
become serious. If the programme does involve restructuring and downsizing,
HR can advise on how this should be done humanely and with the
minimum disruption to people’s lives.
STRATEGIES FOR CULTURE MANAGEMENT
Strategies for culture management are about the achievement of longer-term
objectives either for changing the culture in specified ways or for reinforcing
the existing culture of an organization – its values and ‘the way things are
done around here’. Culture change strategies are concerned with how the
culture of the organization can be moved from a present state to a future
desired state. The strategy will be based on an analysis of the present culture
and the extent that it supports the achievement of business goals. This should
identify areas where changes are deemed to be desirable. Those changes can
then be specified and plans developed for them to be implemented.
Culture reinforcement strategies are also based on an analysis of the
existing culture and how it supports the attainment of goals. In so far as it is
seen to be supportive, steps can be taken to ensure that the desirable
features of the culture are maintained.
Culture change or reinforcement strategies should be based on an understanding
of the meaning of organizational culture and climate and how they
can be analysed, as described later in this section of the chapter. It is then a
matter of being aware of the various approaches that can be adopted to
manage the culture.
Culture management often focuses on the development of shared values
and gaining commitment to them. These values will be concerned with the
sort of behaviour the management believes is appropriate in the interests of
the organization. The core values of a business express the beliefs about
what management regards as important with regard to how the organization
functions and how people should behave. The aim is to ensure that
these beliefs are also held and acted upon by employees. As Hailey (1999)
suggests: ‘The business case for inculcating shared values through
managing culture is based on the idea that ultimately employees could then
be given license to innovate in the confidence that their adherence to
corporate values would prevent them from acting against the interests of
the company.’
Strategies for improving organizational effectiveness l 99
The case for culture management therefore rests on the belief that the
prescription of shared values results in appropriate behaviour. It is argued
by Hailey, however, that, instead of focusing on values initially (and hoping
that behaviour would change), organizations should focus first on behaviours
so that values would then emerge. Values are abstract and can be
espoused but not acted upon. Behaviour is real and if it is the right sort of
behaviour will produce the desired results. It follows therefore that culture
management strategies should be concerned with analysing what behaviours
are appropriate and then bringing in processes such as performance
management that will encourage the development of those behaviours. If,
for example, it is important for people to behave effectively as members of
teams, then team performance management processes can be introduced
(self-managed teams setting their own standards and monitoring their own
performance against those standards) and behaviour conducive to good
teamwork rewarded by financial or non-financial means.
But Hailey refers with approval to the approach to culture management
adopted by Hewlett-Packard, which is based on a values statement, ‘The HP
Way’. This focuses on a ‘belief in our people’, which incorporates:
‘Confidence and respect for our people as opposed to depending on
extensive rules, procedures and so on; which depends upon people doing
their job right (individual freedom) without constant directives.’ As Hailey
comments: ‘[The] two critical issues of managing performance through
business planning and the “HPWay” are inextricably connected and account
for the success and performance of Hewlett-Packard.’ Middle managers
believe that the culture is ‘supportive’, ‘very, very open’ with a ‘team ethic’.
Strategies for managing culture may therefore concentrate on operationalizing
values as at Hewlett-Packard. But organizations without the
deeply embedded culture of that firm may concentrate first on shaping or
reinforcing appropriate behaviours. These should, however, be developed
against the background of an understanding of what organizational culture
and climate are and how they can be analysed and assessed. This analysis
and assessment process provides the basis for the culture management
programme.
The meaning of organizational culture
Organizational culture has been defined by Furnham and Gunter (1993) as
‘the commonly held beliefs, attitudes and values that exist in an organization;
put more simply, culture is “the way we do things around here”’.
This pattern of values, norms, beliefs, attitudes and assumptions may not
have been articulated but will shape the ways in which people behave and
things get done. Values refer to what is believed to be important about how
100 l HR strategies
people and the organizations behave. Norms are the unwritten rules of
behaviour.
The definition emphasizes that organizational culture is concerned with
the subjective aspect of what goes on in organizations. It refers to abstractions
such as values and norms that pervade the whole or part of a business.
These may not be defined, discussed or even noticed. Nevertheless, culture
can have a significant influence on people’s behaviour.
Organizational climate
The term organizational climate is sometimes confused with organizational
culture and there has been much debate on what distinguishes the concept
of climate from that of culture. In his analysis of this issue Denison (1996)
suggested that culture refers to the deep structure of organizations, which is
rooted in the values, beliefs and assumptions held by organizational
members. In contrast, climate refers to those aspects of the environment that
are consciously perceived by organizational members. Rousseau (1988)
stated that climate is a perception and is descriptive. Perceptions are sensations
or realizations experienced by an individual. Descriptions are what a
person reports of these sensations.
The debate about the meanings of these terms can become academic. It is
easiest to regard organizational climate as how people perceive (see and feel
about) the culture existing in their organization. As defined by French et al
(1985) it is ‘the relatively persistent set of perceptions held by organization
members concerning the characteristics and quality of organizational culture’.
They distinguish between the actual situations (ie culture) and the perception
of it (climate).
The significance of culture
As Furnham and Gunter (1993) comment: ‘Culture represents the “social
glue” and generates a “we-feeling”, thus counteracting processes of differentiations
which are an unavoidable part of organizational life.
Organizational culture offers a shared system of meanings which is the
basis for communications and mutual understanding. If these functions are
not fulfilled in a satisfactory way, culture may significantly reduce the efficiency
of an organization.’
Analysing organizational culture
There have been many attempts to classify or categorize organizational
culture as a basis for the analysis of cultures in organizations and for taking
Strategies for improving organizational effectiveness l 101
action to support or change them. Most of these classifications are expressed
in four dimensions and two of the best-known ones are summarized below.
Harrison
Harrison (1972) categorized what he called ‘organization ideologies’. These
are:
l power-orientated – competitive, responsive to personality rather than
expertise;
l people-orientated – consensual, management control rejected;
l task-orientated – focus on competency, dynamic;
l role-orientated – focus on legality, legitimacy and bureaucracy.
Handy
Handy (1981) based his typology on Harrison’s classification, though
Handy preferred the word ‘culture’ to ‘ideology’ because, in his view,
culture conveyed more of the feeling of a pervasive way of life or set of
norms. His four types of culture are:
1. The power culture, which is one with a central power source that exercises
control. There are few rules or procedures and the atmosphere is
competitive, power-orientated and political.
2. The role culture, in which work is controlled by procedures and rules,
and the role, or job description, is more important than the person who
fills it. Power is associated with positions not people.
3. The task culture, in which the aim is to bring together the right people
and let them get on with it. Influence is based more on expert power
than in-position or personal power. The culture is adaptable and
teamwork is important.
4. The person culture, in which the individual is the central point. The
organization exists only to serve and assist the individuals in it.
Assessing organizational culture
Anumber of instruments exist for assessing organizational culture. This is not
easy because culture is concerned with both subjective beliefs and unconscious
assumptions (which might be difficult to measure), and with observed
phenomena such as behavioural norms and artefacts. One of the best-known
instruments is the Organizational Ideology Questionnaire (Harrison,
1972).This questionnaire deals with the four orientations referred to earlier
102 l HR strategies
(power, role, task, self). The questionnaire is completed by ranking statements
according to views on what is closest to the organization’s actual position.
Statements include:
l ‘A good boss is strong, decisive and firm but fair.’
l ‘A good subordinate is compliant, hard-working and loyal.’
l ‘People who do well in the organization are shrewd and competitive,
with a strong need for power.’
l ‘The basis of task assignment is the personal needs and judgments of
those in authority.’
l ‘Decisions are made by people with the most knowledge and expertise
about the problem.’
Measuring organizational climate
Organizational climate measures attempt to assess organizations in terms of
dimensions that are thought to capture or describe perceptions about the
climate. Perceptions about climate can be measured by questionnaires such as
that developed by Litwin and Stringer (1968), which covers eight categories:
1. structure – feelings about constraints and freedom to act and the degree
of formality or informality in the working atmosphere;
2. responsibility – the feeling of being trusted to carry out important work;
3. risk – the sense of riskiness and challenge in the job and in the organization;
the relative emphasis on taking calculated risks or playing it safe;
4. warmth – the existence of friendly and informal social groups;
5. support – the perceived helpfulness of managers and co-workers; the
emphasis (or lack of emphasis) on mutual support;
6. standards – the perceived importance of implicit and explicit goals and
performance standards; the emphasis on doing a good job; the challenge
represented in personal and team goals;
7. conflict – the feeling that managers and other workers want to hear
different opinions; the emphasis on getting problems out into the open
rather than smoothing them over or ignoring them;
8. identity – the feeling that you belong to a company; that you are a
valuable member of a working team.
Appropriate cultures
It could be argued that a ‘good’ culture exerts a positive influence on organizational
behaviour. It could help to create a ‘high-performance’ culture,
one that will produce a high level of business performance. However, a
Strategies for improving organizational effectiveness l 103
high-performance culture means little more than any culture that will
produce a high level of business performance. The attributes of cultures
vary tremendously by context. The qualities of a high-performance culture
for an established retail chain, a growing service business and a consumer
products company that is losing market share may be very different.
Furthermore, in addition to context differences, all cultures evolve over
time. Cultures that are ‘good’ in one set of circumstances or period of time
may be dysfunctional in different circumstances or different times.
Because culture is developed and manifests itself in different ways in
different organizations it is not possible to say that one culture is better than
another, only that it is dissimilar in certain ways. There is no such thing as
an ideal culture, only an appropriate culture. This means that there can be
no universal prescription for a culture management strategy, although there
are certain approaches that can be helpful, as described in the next section.
Strategies for supporting and changing cultures
While it may not be possible to define an ideal structure or to prescribe how
it can be developed, it can at least be stated with confidence that embedded
cultures exert considerable influence on organizational behaviour and
therefore performance. If there is an appropriate and effective culture, it
would be desirable to develop a strategy for supporting or reinforcing it. If
the culture is inappropriate, attempts should be made to determine what
needs to be changed and to develop and implement plans for change.
Culture analysis
In either case, the first step is to analyse the existing culture. This can be
done through questionnaires, surveys and discussions in focus groups or
workshops. It is often helpful to involve people in analysing the outcome of
surveys, getting them to produce a diagnosis of the cultural issues facing the
organization and to participate in the development and implementation of
plans and programmes to deal with any issues. This could form part of an
organizational development programme as described earlier in this chapter.
Groups can analyse the culture through the use of measurement instruments.
Extra dimensions can be established by the use of group exercises
such as ‘rules of the club’ (participants brainstorm the ‘rules’ or norms that
govern behaviour) or ‘shield’ (participants design a shield, often quartered,
that illustrates major cultural features of the organization). Joint exercises
like this can lead to discussions on appropriate values, which are much
more likely to be ‘owned’ by people if they have helped to create them
rather than having them imposed from above.
104 l HR strategies
While involvement is highly desirable, there will be situations when
management has to carry out the analysis and determine the actions
required without the initial participation of employees. But the latter should
be kept informed and brought into discussion on developments as soon as
possible.
Culture support and reinforcement
Culture support and reinforcement programmes aim to preserve and
underpin what is good and functional about the present culture. Schein
(1985) has suggested that the most powerful primary mechanisms for
culture embedding and reinforcement are:
l what leaders pay attention to, measure and control;
l leaders’ reactions to critical incidents and crises;
l deliberate role modelling, teaching and coaching by leaders;
l criteria for allocation of rewards and status;
l criteria for recruitment, selection, promotion and commitment.
Culture change
In theory, culture change programmes start with an analysis of the existing
culture. The desired culture is then defined, which leads to the identification
of a ‘culture gap’ that needs to be filled. This analysis can identify
behavioural expectations so that development and reward processes can be
used to define and reinforce them. In real life, it is not quite as simple as
that.
A comprehensive change programme may be a fundamental part of an
organizational transformation exercise, as described earlier in this chapter.
But culture change programmes can focus on particular aspects of the
culture, for example performance, commitment, quality, customer service,
teamwork or organizational learning. In each case the underpinning values
would need to be defined. It would probably be necessary to prioritize by
deciding which areas need the most urgent attention. There is a limit to how
much can be done at once except in crisis conditions.
Levers for change
Having identified what needs to be done and the priorities, the next step is
to consider what levers for change exist and how they can be used. The
levers could include, as appropriate:
Strategies for improving organizational effectiveness l 105
l performance – performance-related or competence-related pay schemes;
performance management processes; gainsharing; leadership training;
skills development;
l commitment – communication, participation and involvement
programmes; developing a climate of cooperation and trust; clarifying
the psychological contract;
l quality – total quality programmes;
l customer service – customer care programmes;
l teamwork – team building; team performance management; team rewards;
l organizational learning – taking steps to enhance intellectual capital and
the organization’s resource-based capability by developing a learning
organization;
l values – gaining understanding, acceptance and commitment through
involvement in defining values, performance management processes and
employee development interventions, although it is often the case that
values are embedded by changing behaviours, not the other way round.
STRATEGIES FOR KNOWLEDGE MANAGEMENT
Knowledge management strategies aim to capture an organization’s collective
expertise and distribute it to ‘wherever it can achieve the biggest payoff’
(Blake, 1988). This is in accordance with the resource-based view of the firm,
which, as argued by Grant (1991), suggests that the source of competitive
advantage lies within the firm (ie in its people and their knowledge), not in
how it positions itself in the market. Trussler (1998) comments that ‘the capability
to gather, lever, and use knowledge effectively will become a major
source of competitive advantage in many businesses over the next few years’.
Asuccessful company is a knowledge-creating company.
The process of knowledge management
Knowledge management is ‘any process or practice of creating, acquiring,
capturing, sharing and using knowledge, wherever it resides, to enhance
learning and performance in organizations’ (Scarborough et al 1999). They
suggest that it focuses on the development of firm-specific knowledge and
skills that are the result of organizational learning processes. Knowledge
management is concerned with both stocks and flows of knowledge. Stocks
include expertise and encoded knowledge in computer systems. Flows
represent the ways in which knowledge is transferred from people to people
or from people to a knowledge database.
106 l HR strategies
The purpose of knowledge management is to transfer knowledge from
those who have it to those who need it in order to improve organizational
effectiveness. It is concerned with storing and sharing the wisdom and
understanding accumulated in an organization about its processes, techniques
and operations. It treats knowledge as a key resource. It can be
argued that, in the information age, knowledge rather than physical assets
or financial resources is the key to competitiveness. In essence, as pointed
out by Mecklenberg, Deering and Sharp (1999): ‘Knowledge management
allows companies to capture, apply and generate value from their
employees’ creativity and expertise.’
Knowledge management is as much if not more concerned with people
and how they acquire, exchange and disseminate knowledge as it is about
information technology. That is why it has become an important strategic
HRM area. Scarborough et al (1999) believe that HR specialists should have
‘the ability to analyse the different types of knowledge deployed by the
organization… [and] to relate such knowledge to issues of organizational
design, career patterns and employment security’.
The concept of knowledge management is closely associated with intellectual
capital theory in that it refers to the notions of human, social and
organizational or structural capital. It is also linked to the concepts of
organizational learning and the learning organization as discussed in
Chapter 10.
Knowledge management involves transforming knowledge resources by
identifying relevant information and then disseminating it so that learning
can take place. Knowledge management strategies promote the sharing of
knowledge by linking people with people and by linking them to information
so that they learn from documented experiences.
Sources and types of knowledge
Strategies for knowledge management should be founded on an understanding
of the sources and types of knowledge to be found in organizations.
Knowledge can be stored in databanks and found in presentations,
reports, libraries, policy documents and manuals. It can be moved around
the organization through information systems and by traditional methods
such as meetings, workshops, courses, ‘master classes’, written publications,
CDs or CD-ROMs, videos and tapes. The intranet provides an additional
and very effective medium for communicating knowledge.
As argued by Nonaka (1991) and Nonaka and Takeuchi (1995),
knowledge is either explicit or tacit. Explicit knowledge can be codified – it
is recorded and available and is held in databases, in corporate intranets and
intellectual property portfolios. Tacit knowledge exists in people’s minds. It
Strategies for improving organizational effectiveness l 107
is difficult to articulate in writing and is acquired through personal experience.
Hansen et al (1999) suggest that it includes scientific or technological
expertise, operational know-how, insights about an industry and business
judgement. The main challenge in knowledge management is how to turn
tacit knowledge into explicit knowledge.
Approaches to the development of knowledge management
strategies
Two approaches to knowledge management have been identified by
Hansen et al (1999):
1. The codification strategy – knowledge is carefully codified and stored in
databases where it can be accessed and used easily by anyone in the
organization. Knowledge is explicit and is codified using a ‘people-todocument’
approach. This strategy is therefore document driven.
Knowledge is extracted from the person who developed it, made independent
of that person and reused for various purposes. It will be stored
in some form of electronic repository for people to use and allows many
people to search for and retrieve codified knowledge without having to
contact the person who originally developed it. This strategy relies
largely on information technology to manage databases and also on the
use of the intranet.
2. The personalization strategy – knowledge is closely tied to the person who
has developed it and is shared mainly through direct person-to-person
contacts. This is a ‘person-to-person’ approach, which involves sharing
tacit knowledge. The exchange is achieved by creating networks and
encouraging face-to-face communication between individuals and
teams by means of informal conferences, workshops, brainstorming
and one-to-one sessions.
The research conducted by Hansen et al established that companies that use
knowledge effectively pursue one strategy predominantly and use the
second strategy to support the first. Those that try to excel at both strategies
risk failing at both.
Strategic knowledge management issues
The following need to be addressed in developing knowledge management
processes.
108 l HR strategies
The pace of change
How can the strategy ensure that knowledge management processes keep
up with the pace of change and identify what knowledge needs to be
captured and shared?
Relating knowledge management strategy to business strategy
Hansen et al (1999) assert that it is not knowledge per se but the way it is
applied to strategic objectives that is the critical ingredient in competitiveness.
They point out that ‘competitive strategy must drive knowledge
management strategy’, and that managements have to answer the question:
‘How does knowledge that resides in the company add value for
customers?’ Mecklenberg et al (1999) argue that organizations should ‘start
with the business value of what they gather. If it doesn’t generate value,
drop it.’
Technology and people
Technology is central to organizations adopting a codification strategy.
But for those following a broader and potentially more productive personalization
strategy, IT assumes more of a supportive role. As Hansen,
Nohria and Tierney (1999) comment: ‘In the codification model, managers
need to implement a system that is much like a traditional library – it must
contain a large cache of documents and include search engines that allow
people to find and use the documents they need. In the personalization
model, it’s more important to have a system that allows people to find
other people.’
Scarborough et al (1999) suggest that ‘technology should be viewed more
as a means of communication and less as a means of storing knowledge’.
Knowledge management is more about people than technology. As research
by Davenport (1999) established, managers get two-thirds of their information
from face-to-face or telephone conversations. There is a limit to how
much tacit knowledge can be codified. In organizations relying more on
tacit than explicit knowledge, a person-to-person approach works best, and
IT can only support this process; it cannot replace it.
The significance of process and social capital and culture
Apreoccupation with technology may mean that too little attention is paid
to the processes (social, technological and organizational) through which
knowledge combines and interacts in different ways (Blackler, 1995). The
Strategies for improving organizational effectiveness l 109
key process is the interactions between people. This constitutes the social
capital of an organization, ie the ‘network of relationships [that] constitute
a valuable resource for the conduct of social affairs’ (Nahpiet and Goshal,
1998). Social networks can be particularly important to ensure that
knowledge is shared. What is also required is another aspect of social
capital, ie trust. People will not be willing to share knowledge with those
whom they do not trust.
The culture of the company may inhibit knowledge sharing. The norm
may be for people to keep knowledge to themselves as much as they can
because ‘knowledge is power’. An open culture will encourage people to
share their ideas and knowledge.
Components of a knowledge management strategy
Aknowledge management strategy could be concerned with organizational
people management processes that help to develop an open culture in which
the values and norms emphasize the importance of sharing knowledge and
facilitate knowledge sharing through networks. It might aim to encourage
the development of communities of practice (defined by Wenger and Snyder
(2000) as ‘groups of people informally bound together by shared expertise
and a passion for joint enterprise’). The strategy could refer to methods of
motivating people to share knowledge and rewarding those who do so. The
development of processes of organizational and individual learning,
including the use of seminars and symposia that will generate and assist in
disseminating knowledge, could also be part of the strategy.
COMMITMENT STRATEGY
The concept of commitment refers to feelings of attachment and loyalty to
the organization and, as such, plays an important part in HRM philosophy.
The importance of commitment was highlighted by Walton (1985). His
theme was that improved performance would result if the organization
moved away from the traditional control-orientated approach to workforce
management, which relies upon establishing order, exercising control and
‘achieving efficiency in the application of the workforce’. He argued that
this approach should be replaced by a commitment strategy. He suggested
that workers respond best – and most creatively – not when they are tightly
controlled by management, placed in narrowly defined jobs and treated like
an unwelcome necessity, but, instead, when they are given broader responsibilities,
encouraged to contribute and helped to achieve satisfaction in
their work.
110 l HR strategies
A commitment strategy will be concerned with the development of
communication, education and training programmes, initiatives to increase
involvement and ‘ownership’, and the introduction of performance and
reward management processes.
Communication programmes
It seems to be strikingly obvious that commitment will only be gained if
people understand what they are expected to commit to. But managements
too often fail to pay sufficient attention to delivering the message in terms
that recognize that the frame of reference for those who receive it is likely to
be quite different from their own. Management’s expectations will not
necessarily coincide with those of employees. Pluralism prevails. And in
delivering the message, the use of different and complementary channels of
communication such as newsletters, briefing groups, CDs or CD-ROMs,
videos, the intranet, noticeboards, etc is often neglected.
Education
Education is another form of communication. An educational programme is
designed to increase both knowledge and understanding of, for example, total
quality management. The aim will be to influence behaviour and thereby
progressively change attitudes.
Training
Training is designed to develop specific competences. For example, if one of
the values to be supported is flexibility, it will be necessary to extend the
range of skills possessed by members of work teams through multi-skilled
programmes. Commitment is enhanced if managers can gain the confidence
and respect of their teams, and training to improve the quality of
management should form an important part of any programme for
increasing commitment. Management training can also be focused on
increasing the competence of managers in specific areas of their responsibility
for gaining commitment, for example performance management.
Developing ownership
A sense of belonging is enhanced if there is a feeling of ‘ownership’ among
employees, not just in the literal sense of owning shares (although this can
help) but in the sense of believing they are genuinely accepted by
management as a key part of the organization. This concept of ‘ownership’
Strategies for improving organizational effectiveness l 111
extends to participating in decisions on new developments and changes in
working practices that affect the individuals concerned. They should be
involved in making those decisions and feel that their ideas have been
listened to and that they have contributed to the outcome. They will then be
more likely to accept the decision or change because it is owned by them
rather than being imposed by management.
Developing job engagement
Job engagement – interest in and commitment to achieving the purpose of the
job – can be created by concentrating on the intrinsic motivating factors such as
responsibility, achievement and recognition, and using these principles to
govern the way in which jobs are designed. Excitement in the job can be created
by the quality of leadership and the willingness of managers and team leaders
to recognize that they will obtain increased motivation and commitment if they
pay continuous attention to the ways in which they delegate responsibility and
give their staff the scope to use their skills and abilities.
Performance management
Performance management strategies as described in Chapter 11 can help to
cascade corporate objectives and values throughout the organization so
that consistency is achieved at all levels. Expectations of individuals are
defined in terms of their own job, which they can more readily grasp and
act upon than if they were asked to support some remote and, to them,
irrelevant overall objectives. But individual objectives can be described in
ways that support the achievement of those defined for higher levels in the
organization.
Reward management
Reward management processes can make it clear that individuals will be
valued in accordance with the extent to which they achieve objectives and
uphold corporate values. This can reinforce the messages delivered through
other channels of communication.
STRATEGIES FOR DEVELOPING A CLIMATE OF TRUST
The Chartered Institute of Personnel and Development suggested in its
statement People Make the Difference (1994) that a strategy for building trust is
the only basis upon which commitment can be generated. The CIPD
112 l HR strategies
commented: ‘In too many organizations inconsistency between what is said
and what is done undermines trust, generates employee cynicism and
provides evidence of contradictions in management thinking.’
It has also been suggested by Herriot, Hirsh and Riley (1998) that trust
should be regarded as social capital – the fund of goodwill in any social
group that enables people within it to collaborate with one another.
Thompson (1998) sees trust as a ‘unique human resource capability that
helps the organization fulfill its competitive advantage’ – a core competency
that leads to high business performance. Thus there is a business need to
develop a climate of trust, as there is a business need to introduce effective
pay-for-contribution processes that are built on trust.
Strategies for developing a high-trust organization
As Thompson (1998) comments, a number of writers have generally
concluded that trust is ‘not something that can, or should, be directly
managed’. He cites Sako (1994) who wrote that: ‘Trust is a cultural norm
which can rarely be created intentionally because attempts to create trust in a
calculative manner would destroy the effective basis of trust.’ It may not be
possible to ‘manage’ trust but, as Thompson points out, trust is an outcome of
good management. It is created and maintained by managerial behaviour and
by the development of better mutual understanding of expectations –
employers of employees, and employees of employers. Issues of trust are not
in the end to do with managing people or processes, but are more about relationships
and mutual support through change (Herriot, Hirsh and Riley,
1998).
Clearly, the sort of behaviour that is most likely to engender trust is when
management is honest with people, keeps its word (delivers the deal) and
practises what it preaches. Organizations that espouse core values (‘people
are our greatest asset’) and then proceed to ignore them will be low-trust
organizations.
More specifically, trust will be developed if management acts fairly, equitably
and consistently, if a policy of transparency is implemented, if intentions
and the reasons for proposals or decisions are communicated both to
employees generally and to individuals, if there is full involvement in
developing reward processes and if mutual expectations are agreed through
performance management.
As suggested by Herriot et al (1998), if trust is lost a four-step renewal
strategy is required for its renewal:
1. admission by top management that it has paid insufficient attention in
the past to employees’ diverse needs;
Strategies for improving organizational effectiveness l 113
2. a limited process of contracting whereby a particular transition to a
different way of working for a group of employees is done in a form that
takes individual needs into account;
3. establishing ‘knowledge-based’ trust that is based not on a specific
transactional deal but on a developing perception of trustworthiness;
4. achieving trust based on identification in which each party empathizes
with the other’s needs and therefore takes them on board itself (although
this final state is seldom reached in practice).
QUALITY MANAGEMENT STRATEGIES
Quality management is concerned with all the activities required to ensure
that products and services conform to the standards set by the organization
and meet expectations of customers. These activities include the steps taken
to ensure that high quality is achieved (quality assurance) and the actions
taken to check that defined quality standards are being achieved and maintained
(quality control).
A quality management strategy is essentially a matter of creating and
maintaining a quality-orientated culture. Such a culture will be defined in
terms of values and norms. The core values of the organization should
give prominence to quality. The behavioural norms that characterize
quality performance should be recognized, encouraged and rewarded. It
is not enough just to espouse values. They must become values in use –
accepted by everyone as governing behavioural norms in the realm of
quality.
The strategy may be based on the concept of total quality management
(TQM), which is a systematic method of ensuring that all activities within
an organization happen in the way they have been planned in order to meet
the defined needs of customers. Its approach is holistic – quality
management is not a separate function to be treated in isolation, but is an
integral part of all operations. Everyone in the organization is concerned
with quality. Its philosophy is that it is necessary to be ‘right first time’,
ensuring that no defective systems are in use and that no defective units are
made or inadequate services delivered.
An alternative quality strategy is six sigma. This is a statistical approach to
the measurement of variations that has been expanded holistically to cover
all aspects of quality in an organization. The Greek letter sigma (s) is used as
a symbol to denote the standard deviation or the measure of variation in a
process. Statistically, six sigmas represent the range of values of a population
with a normal distribution. Operations can be calibrated in terms of sigma
level, and the greater the number of sigmas, the fewer the defects. The aim is
114 l HR strategies
to achieve a quality level of six sigmas. Businesses that want to impress their
customers label themselves as ‘six sigma organizations’.
CONTINUOUS IMPROVEMENT STRATEGIES
A continuous improvement strategy aims to improve the quality and reliability
of products or services and their customer appeal, enhance operational
systems, improve service levels and delivery reliability, and reduce
costs and lead times. Continuous improvement is defined by Bessant et al
(1994) as ‘a company-wide process of focused and continuous incremental
innovation sustained over a period of time’. The key words in this definition
are:
l Focused – continuous improvement addresses specific issues where the
effectiveness of operations and processes needs to be improved, where
higher-quality products or services should be provided and, importantly,
where the levels of customer service and satisfaction need to be
enhanced.
l Continuous – the search for improvement is never-ending; it is not a oneoff
campaign to deal with isolated problems.
l Incremental – continuous improvement is not about making sudden
quantum leaps in response to crisis situations; it is about adopting a
steady, step-by-step approach to improving the ways in which the
organization goes about doing things.
l Innovation – continuous improvement is concerned with developing new
ideas and approaches to deal with new and sometimes old problems and
requirements.
Although continuous improvement is essentially incremental, it can result
in organizational transformation. This is the process of ensuring that the
organization can develop and implement major change programmes that
will ensure that it responds strategically to new demands and continues to
function in the dynamic atmosphere in which it operates.
CUSTOMER SERVICE STRATEGY
A strategic approach to customer service is necessary to ensure that a
longer-term view is developed on what needs to be done to develop
effective, coherent and integrated policies, processes and practices for
Strategies for improving organizational effectiveness l 115
ensuring that high levels of customer service are achieved. A customer
service strategy indicates what the organization intends to do about
customer service in the future and how it proposes to do it.
The aim of the strategy will be to achieve service excellence. As defined
by Johnston (2002): ‘Service excellence is simply about being easy to do
business with, which involves delivering the promise, providing a personal
touch, going the extra mile and resolving problems well.’ He suggests that a
reputation for service excellence can be developed and sustained by ‘having
a strong service culture, a distinct service personality, committed staff and
customer-focused systems’.
The strategy will cover what action will be taken to create a customercentric
culture, how the customer service infrastructure will be developed,
the processes required to identify and meet customer needs and expectations
and measure satisfaction, how the right attitudes, skills and behaviours will
be fostered, and how the various internal systems and processes – the infrastructure
that supports customer service – can be improved. The strategy
will deal with both external and internal customers. It will be concerned with
integrating the programmes for continuous improvement and quality
management that ensure that a quality product or service is delivered to
customers. It will also address issues relating to the recruitment, training and
reward of customer-focused staff.
116 l HR strategies
9
Resourcing strategy
RESOURCING STRATEGY DEFINED
Resourcing strategy ensures that the organization obtains and retains the
people it needs and employs them efficiently. It is a key part of the human
resource management (HRM) process.
HRM is fundamentally about matching human resources to the strategic
and operational needs of the organization and ensuring the full utilization of
those resources. It is concerned not only with obtaining and keeping the
number and quality of staff required but also with selecting and promoting
people who ‘fit’ the culture and the strategic requirements of the organization.
THE OBJECTIVE OF RESOURCING STRATEGY
The objective of HRM resourcing strategies as expressed by Keep (1989) is:
‘To obtain the right basic material in the form of a workforce endowed with
the appropriate qualities, skills, knowledge and potential for future
training. The selection and recruitment of workers best suited to meeting
the needs of the organization ought to form a core activity upon which most
other HRM policies geared towards development and motivation could be
built.’
117
The concept that the strategic capability of a firm depends on its resource
capability in the shape of people (resource-based strategy) provides the
rationale for resourcing strategy. The aim of this strategy is therefore to
ensure that a firm achieves competitive advantage by employing more
capable people than its rivals. These people will have a wider and deeper
range of skills and will behave in ways that will maximize their contribution.
The organization attracts such people by being ‘the employer of
choice’. It retains them by providing better opportunities and rewards than
others and by developing a positive psychological contract that increases
commitment and creates mutual trust. Furthermore, the organization
deploys its people in ways that maximize the added value they supply.
THE STRATEGIC HRM APPROACH TO RESOURCING
HRM places more emphasis than traditional personnel management on
finding people whose attitudes and behaviour are likely to be congruent
with what management believes to be appropriate and conducive to
success. In the words of Townley (1989), organizations are concentrating
more on ‘the attitudinal and behavioural characteristics of employees’.
This tendency has its dangers. Innovative and adaptive organizations need
non-conformists, even mavericks, who can ‘buck the system’. If managers
recruit people ‘in their own image’ there is the risk of staffing the organization
with conformist clones and of perpetuating a dysfunctional culture
– one that may have been successful in the past but is no longer appropriate
in the face of new challenges (as Pascale (1990) puts it, ‘nothing fails like
success’).
The HRM approach to resourcing therefore emphasizes that matching
resources to organizational requirements does not simply mean maintaining
the status quo and perpetuating a moribund culture. It can and often
does mean radical changes in thinking about the skills and behaviours
required in the future to achieve sustainable growth and cultural change.
INTEGRATING BUSINESS AND RESOURCING
STRATEGIES
The philosophy behind the strategic HRM approach to resourcing is that it
is people who implement the strategic plan. As Quinn Mills (1983) has put
it, the process is one of ‘planning with people in mind’.
118 l HR strategies
The integration of business and resourcing strategies is based on an
understanding of the direction in which the organization is going and the
determination of:
l the numbers of people required to meet business needs;
l the skills and behaviour required to support the achievement of business
strategies;
l the impact of organizational restructuring as a result of rationalization,
decentralization, delayering, mergers, product or market development, or
the introduction of new technology, for example cellular manufacturing;
l plans for changing the culture of the organization in such areas as ability
to deliver, performance standards, quality, customer service, teamworking
and flexibility that indicate the need for people with different
attitudes, beliefs and personal characteristics.
These factors will be strongly influenced by the type of business strategies
adopted by the organization and the sort of business it is in. These may be
expressed in such terms as the Boston Consulting Group’s classification of
businesses as wild cat, star, cash cow or dog, or Miles and Snow’s (1978)
typology of defender, prospector and analyser organizations.
Resourcing strategies exist to provide the people and skills required to
support the business strategy, but they should also contribute to the formulation
of that strategy. HR directors have an obligation to point out to their
colleagues the human resource opportunities and constraints that will affect
the achievement of strategic plans. In mergers or acquisitions, for example,
the ability of management within the company to handle the new situation
and the quality of management in the new business will be important
considerations.
BUNDLING RESOURCING STRATEGIES AND
ACTIVITIES
Employee resourcing is not just about recruitment and selection. It is
concerned with any means available to meet the needs of the firm for certain
skills and behaviours. A strategy to enlarge the skill base may start with
recruitment and selection but would also extend into learning and development
programmes to enhance skill and modify behaviours, and methods
of rewarding people for the acquisition of extra skills. Performance
management processes can be used to identify development needs (skill
and behavioural) and motivate people to make the most effective use of
Resourcing strategy l 119
their skills. Competency frameworks and profiles can be prepared to define
the skills and behaviours required and used in selection, employee development
and employee reward processes. The aim should be to develop a
reinforcing bundle of strategies along these lines.
THE COMPONENTS OF EMPLOYEE RESOURCING
STRATEGY
The components of employee resourcing strategy as considered in this
chapter are:
l Human resource planning – assessing future business needs and deciding
on the numbers and types of people required.
l Resourcing plans – preparing plans for finding people from within the
organization and/or for training programmes to help people learn new
skills. If needs cannot be satisfied from within the organization,
preparing longer-term plans for ensuring that recruitment and selection
processes will satisfy them.
l Retention strategy – preparing plans for retaining the people the organization
needs.
l Flexibility strategy – planning for increased flexibility in the use of human
resources to enable the organization to make the best use of people and
adapt swiftly to changing circumstances.
l Talent management strategy – ensuring that the organization has the
talented people it requires to provide for management succession and
meet present and future business needs.
HUMAN RESOURCE PLANNING
Defined
Human resource planning determines the human resources required by the
organization to achieve its strategic goals. As defined by Bulla and Scott
(1994), it is ‘the process for ensuring that the human resource requirements
of an organization are identified and plans are made for satisfying those
requirements’. Human resource planning is based on the belief that people
are an organization’s most important strategic resource. It is generally
concerned with matching resources to business needs in the longer term,
although it will sometimes address shorter-term requirements. It addresses
human resource needs both in quantitative and in qualitative terms. This
120 l HR strategies
means answering two basic questions: 1) How many people? and 2) What
sort of people? Human resource planning also looks at broader issues
relating to the ways in which people are employed and developed in order
to improve organizational effectiveness. It can therefore play an important
part in strategic human resource management.
Link to business planning
Human resource planning should be an integral part of business planning.
The strategic planning process defines projected changes in the types of
activities carried out by the organization and the scale of those activities. It
identifies the core competences the organization needs to achieve its goals
and therefore its skill and behavioural requirements.
Human resource planning interprets these plans in terms of people
requirements. But it may influence the business strategy by drawing
attention to ways in which people could be developed and deployed more
effectively to further the achievement of business goals as well as focusing on
any problems that might have to be resolved in order to ensure that the
people required will be available and will be capable of making the necessary
contribution. As Quinn Mills (1983) indicates, human resource planning is ‘a
decision-making process that combines three important activities: (1) identifying
and acquiring the right number of people with the proper skills, (2)
motivating them to achieve high performance, and (3) creating interactive
links between business objectives and people-planning activities’.
Hard and soft human resource planning
A distinction can be made between ‘hard’ and ‘soft’ human resource
planning. The former is based on quantitative analysis in order to ensure that
the right number of the right sort of people is available when needed. The
latter, as described by Marchington and Wilkinson (1996), ‘is more explicitly
focused on creating and shaping the culture of the organization so that there
is a clear integration between corporate goals and employee values, beliefs
and behaviours’. But, as they point out, the soft version becomes virtually
synonymous with the whole subject of human resource management.
Human resource planning is indeed concerned with broader issues about
the employment of people than the traditional quantitative approach of
‘manpower planning’. But it also addresses those aspects of human resource
management that are primarily about the organization’s requirements for
people from the viewpoint of numbers, skills and how they are deployed.
This is the sense in which human resource planning is discussed in this
chapter.
Resourcing strategy l 121
Limitations
However, it must be recognized that although the notion of human resource
planning is well established in the HRM vocabulary, it does not seem to be
embedded as a key HR activity. As Rothwell (1995) suggests: ‘Apart from
isolated examples, there has been little research evidence of increased use or
of its success.’ She explains the gap between theory and practice as arising
from:
l the impact of change and the difficulty of predicting the future – ‘the need
for planning may be in inverse proportion to its feasibility’;
l the ‘shifting kaleidoscope’ of policy priorities and strategies within
organizations;
l the distrust displayed by many managers of theory or planning – they
often prefer pragmatic adaptation to conceptualization;
l the lack of evidence that human resource planning works.
Research conducted by Cowling and Walters (1990) indicated that the only
formal and regular activities carried out by respondents were the identification
of future training needs, analysis of training costs and analysis of
productivity. Fewer than half produced formal labour supply and demand
forecasts, and less than 20 per cent formally monitored HR planning practices.
Summarizing the problem, Taylor (1998) comments that: ‘It would seem
that employers, quite simply, prefer to wait until their view of the future environment
clears sufficiently for them to see the whole picture before
committing resources in preparation for its arrival. The perception is that the
more complex and turbulent the environment, the more important it is to wait
and see before acting.’ Be that as it may, it is difficult to reject out of hand the
belief that some attempt should be made broadly to determine future human
resource requirements as a basis for strategic planning and action.
Approaches to human resource planning
Resourcing strategies show the way forward through the analysis of
business strategies and demographic trends. They are converted into action
plans based on the outcome of the following interrelated planning activities:
l Demand forecasting – estimating future needs for people and competences
by reference to corporate and functional plans and forecasts of future
activity levels.
l Supply forecasting – estimating the supply of people by reference to
analyses of current resources and future availability, after allowing for
122 l HR strategies
wastage. The forecast will also take account of labour market trends
relating to the availability of skills and to demographics.
l Forecasting requirements – analysing the demand and supply forecasts to
identify future deficits or surpluses with the help of models, where
appropriate.
l Action planning – preparing plans to deal with forecast deficits through
internal promotion, training or external recruitment; if necessary,
preparing plans for unavoidable downsizing so as to avoid any
compulsory redundancies, if that is possible; developing retention and
flexibility strategies.
Although these are described as separate areas, they are closely interrelated
and often overlap. For example, demand forecasts are estimates of future
requirements, and these may be prepared on the basis of assumptions about
the productivity of employees. But the supply forecast will also have to
consider productivity trends and how they might affect the supply of people.
A flow chart of the process of human resource planning is shown in
Figure 9.1.
RESOURCING PLANS
The analysis of future requirements should indicate what steps need to be
taken to appoint people from within the organization and what learning
and development programmes should be planned. The analysis will also
establish how many people will need to be recruited in the absence of qualified
employees within the organization or the impossibility of training
people in the new skills in time.
Internal resourcing
Ideally, internal resourcing should be based on data already available about
skills and potential. This should have been provided by regular skills audits
and the analysis of the outcomes of performance management reviews. A
‘trawl’ can then be made to locate available talent, which can be accompanied
by an internal advertising campaign.
External resourcing
External resourcing requirements can be met by developing a recruitment
strategy. The aims of this strategy would be first to make the organization
‘the employer of choice’ in its particular field or for the people it wants to
Resourcing strategy l 123
recruit (eg graduates). Secondly, the strategy should plan the best methods
of defining precisely what is needed in terms of skills and competencies.
Finally, the strategy should be concerned with planning the use of the most
effective methods of obtaining the number and type of people required. The
steps required are set out in more detail below:
1. Define skill and competency (behavioural) requirements – ideally this should
be carried out by the use of systematic skill and competence analysis
124 l HR strategies
Business pla n
Forecast of activity levels
Demand forecas t
Supply forecas t
Forecast of future
requirements
Action planning:
• recruitment
• training
• downsizing
• increasing flexibility
Analysis of requirements:
numbers, skills and
behaviours
Figure 9.1 Human resource planning flow chart
techniques. These can form the material upon which focused and structured
interviews can take place and be used as criteria for selection.
They may also indicate where and how psychometric tests could be
helpful.
2. Analyse the factors affecting decisions to join the organization – these include:
– the pay and total benefits package – this may have a considerable
effect on decisions to join the organization but it is by no means the
only factor, and those set out below can be just as important, even
more significant for some people;
– career opportunities;
– the opportunity to use existing skills or to acquire new skills;
– the opportunity to use the latest technology and equipment with
which the organization is well supplied (of particular interest to
research scientists and engineers);
– opportunities for learning and development and access to high-level
training;
– a responsible and intrinsically rewarding job;
– a belief that what the organization is doing is worthwhile;
– the reputation of the organization as an employer;
– the opportunity the job will provide to further the individual’s career
– for example, the scope to achieve and have achievements recognized,
an increase in employability or a respected company name to
put on a CV.
3. Competitive resourcing – this will start from an analysis of the basis upon
which the organization competes with other firms for employees. The
factors mentioned above should be covered and the aim would be to
seek competitive advantage by exploiting those that are superior to
rivals. One of the factors will be pay, which may not be the only one but
it can be important. There may be other factors but it is necessary to
track market rates and make a policy decision on where the organization
wants to be in relation to the market.
4. Alternative strategies for satisfying human resource requirements – these
consist of:
– outsourcing;
– re-engineering;
– increasing flexibility, as discussed later in this chapter;
– skills training;
– multi-skilling;
– downsizing.
5. Recruitment and selection techniques – the strategy should explore
methods not only of recruiting the number of people required but also
of finding staff who have the necessary skills and experience, who are
Resourcing strategy l 125
likely to deliver the required sort of behaviour and who will fit into the
organization’s culture readily. These processes and techniques will
include the use of:
– skills analysis;
– competency mapping;
– the internet for recruitment;
– biodata;
– structured interviews;
– psychometric testing;
– assessment centres.
The aim of the strategy is to develop the best mix of recruitment and
selection tools. It has been demonstrated that a ‘bundle’ of selection techniques
is likely to be more effective as a method of predicting the likely
success of candidates than relying on a single method such as an interview.
RETENTION STRATEGY
Retention strategies aim to ensure that key people stay with the organization
and that wasteful and expensive levels of employee turnover are
reduced. They will be based on an analysis of why people stay and why
they leave.
Analysis of reasons for staying or leaving
An analysis of why people leave through exit interviews may provide some
information but they are unreliable – people rarely give the full reasons why
they are going. The reasons why people remain with the organization or
may want to leave it can be established through attitude surveys. These
could segment respondents according to their length of service and analyse
the answers of longer-serving employees to establish if there are any
common patterns. The survey results could be supplemented by focus
groups, which would discuss why people stay and identify any problems.
The retention plan should address each of the areas in which lack of
commitment and dissatisfaction can arise. The actions to be considered
under each heading are listed below.
Pay
Problems arise because of uncompetitive, inequitable or unfair pay systems.
Possible actions include:
126 l HR strategies
l reviewing pay levels on the basis of market surveys;
l introducing job evaluation or improving an existing scheme to provide
for equitable grading decisions;
l ensuring that employees understand the link between performance and
reward;
l reviewing performance-related pay schemes to ensure that they operate
fairly;
l adapting payment-by-results systems to ensure that employees are not
penalized when they are engaged only on short runs;
l tailoring benefits to individual requirements and preference;
l involving employees in developing and operating job evaluation and
contingent pay systems.
Job design
Dissatisfaction results if jobs are unrewarding in themselves. Jobs should be
designed to maximize skill variety, task significance, autonomy and
feedback, and they should provide opportunities for learning and growth.
Performance
Employees can be demotivated if they are unclear about their responsibilities
or performance standards, are uninformed about how well they are
doing, or feel that their performance assessments are unfair. The following
actions can be taken:
l Express performance requirements in terms of hard but attainable goals.
l Get employees and managers to agree on those goals and the steps
required to achieve them.
l Encourage managers to praise employees for good performance but also
get them to provide regular, informative and easily interpreted feedback
– performance problems should be discussed as they happen in order that
immediate corrective action can be taken.
l Train managers in performance review techniques such as counselling;
brief employees on how the performance management system works
and obtain feedback from them on how it has been applied.
Learning and development
Resignations and turnover can increase if people are not given adequate
opportunities for learning and development, or feel that demands are being
made upon them that they cannot reasonably be expected to fulfil without
Resourcing strategy l 127
proper training. New employees can go through an ‘induction crisis’ if they
are not given adequate training when they join the organization. Learning
programmes and training schemes should be developed and introduced
that:
l give employees the competence and confidence to achieve expected
performance standards;
l enhance existing skills and competences;
l help people to acquire new skills and competences so that they can make
better use of their abilities, take on greater responsibilities, undertake a
greater variety of tasks and earn more under skill- and competencebased
pay schemes;
l ensure that new employees quickly acquire and learn the basic skills and
knowledge needed to make a good start in their jobs;
l increase employability, inside and outside the organization.
Career development
Dissatisfaction with career prospects is a major cause of turnover. To a
certain extent, this has to be accepted. More and more people recognize that
to develop their careers they need to move on, and there is little their
employers can do about it, especially in today’s flatter organizations where
promotion prospects are more limited. These are the individuals who
acquire a ‘portfolio’ of skills and may consciously change direction several
times during their careers. To a certain degree, employers should welcome
this tendency. The idea of providing ‘cradle-to-grave’ careers is no longer as
relevant in the more changeable job markets of today, and this self-planned,
multi-skilling process provides for the availability of a greater number of
qualified people. But there is still everything to be said in most organizations
for maintaining a stable core workforce and in this situation employers
should still plan to provide career opportunities by:
l providing employees with wider experience;
l introducing more systematic procedures for identifying potential such
as assessment or development centres;
l encouraging promotion from within;
l developing more equitable promotion procedures;
l providing advice and guidance on career paths.
Commitment
This can be increased by:
128 l HR strategies
l explaining the organization’s mission, values and strategies and encouraging
employees to discuss and comment on them;
l communicating with employees in a timely and candid way, with the
emphasis on face-to-face communications through such means as
briefing groups;
l constantly seeking and taking into account the views of people at work;
l providing opportunities for employees to contribute their ideas on
improving work systems;
l introducing organization and job changes only after consultation and
discussion.
Lack of group cohesion
Employees can feel isolated and unhappy if they are not part of a cohesive
team or if they are bedevilled by disruptive power politics. Steps can be
taken to tackle this problem through:
l teamwork – setting up self-managing or autonomous work groups or
project teams;
l team building – emphasizing the importance of teamwork as a key
value, rewarding people for working effectively as members of teams
and developing teamwork skills.
Dissatisfaction and conflict with managers and supervision
A common reason for resignations is the feeling that management in
general, or individual managers and team leaders in particular, are not
providing the leadership they should, or are treating people unfairly or are
bullying their staff (not an uncommon situation). This problem should be
remedied by:
l selecting managers and team leaders with well-developed leadership
qualities;
l training them in leadership skills and in methods of resolving conflict
and dealing with grievances;
l introducing better procedures for handling grievances and disciplinary
problems, and training everyone in how to use them.
Recruitment, selection and promotion
Rapid turnover can result simply from poor selection or promotion decisions.
It is essential to ensure that selection and promotion procedures
Resourcing strategy l 129
match the capacities of individuals to the demands of the work they have
to do.
Over-marketing
Creating unrealistic expectations about career development opportunities,
tailored training programmes, increasing employability and varied and
interesting work can, if not matched with reality, lead directly to dissatisfaction
and early resignation. Care should be taken not to oversell the firm’s
employee development policies.
FLEXIBILITY STRATEGY
The aims of the flexibility strategy should be to develop a ‘flexible firm’
(Atkinson, 1984) by providing for greater operational and role flexibility.
The steps to be considered when formulating flexibility strategy are as
follows:
l taking a radical look at traditional employment patterns to find alternatives
to full-time, permanent staff – this may take the form of segregating
the workforce into a ‘core group’ and one or more peripheral groups;
l outsourcing – getting work done by external firms or individuals;
l multi-skilling, to increase the ability of people to switch jobs or carry out
any of the tasks that have to be undertaken by their team.
TALENT MANAGEMENT STRATEGY
Talent management strategies deal with the processes required to ensure
that the organization attracts, retains, motivates and develops the talented
people it needs.
It is sometimes assumed that talent management is only concerned with
key people – the high flyers. But everyone in an organization has talent, and
talent management processes should not be limited to the favoured few,
although they are likely to focus most on those with scarce skills and high
potential.
As a concept, talent management came to the fore when the phrase ‘the
war for talent’ emerged in the 1990s. There is nothing new about the various
processes that add up to talent management. What is different is the development
of a more coherent view as to how these processes should mesh
130 l HR strategies
together with an overall objective – to acquire and nurture talent wherever it
is and wherever it is needed by using a number of interdependent policies
and practices. Talent management is the notion of ‘bundling’ in action.
The components of talent management strategy
The components of talent management strategy are:
l developing the organization as an ‘employer of choice’ – a ‘great place to
work’;
l using selection and recruitment procedures that ensure that goodquality
people are recruited who are likely to thrive in the organization
and stay with it for a reasonable length of time (but not necessarily for
life);
l designing jobs and developing roles that give people opportunities to
apply and grow their skills and provide them with autonomy, interest
and challenge;
l providing talented staff with opportunities for career development and
growth;
l creating a working environment in which work processes and facilities
enable rewarding (in the broadest sense) jobs and roles to be designed
and developed;
l providing scope for achieving a reasonable balance between working in
the organization and life outside work;
l developing a positive psychological contract;
l developing the leadership qualities of line managers;
l recognizing those with talent by rewarding excellence, enterprise and
achievement;
l conducting talent audits that identify those with potential and those
who might leave the organization;
l introducing management succession planning procedures that identify
the talent available to meet future requirements and indicate what
management development activities are required.
Resourcing strategy l 131
10
Learning and development
strategy
Learning and development strategies ensure that the organization has the
talented and skilled people it needs and that individuals are given the
opportunity to enhance their knowledge and skills and levels of competence.
They are the active components of an overall approach to strategic
human resources development (strategic HRD), as described below.
Learning strategies are concerned with developing a learning culture,
promoting organizational learning, establishing a learning organization
and providing for individual learning, as also described in this chapter.
STRATEGIC HRD
Strategic HRD is defined by Walton (1999) as follows: ‘Strategic human
resource development involves introducing, eliminating, modifying,
directing, and guiding processes in such a way that all individuals and
teams are equipped with the skills, knowledge and competences they
require to undertake current and future tasks required by the organization.’
As described by Harrison (2000), strategic HRD is ‘development that
arises from a clear vision about people’s abilities and potential and operates
133
within the overall strategic framework of the business’. Strategic HRD takes
a broad and long-term view about how HRD policies and practices can
support the achievement of business strategies. It is business led, and the
learning and development strategies that are established as part of the
overall strategic human resource development approach flow from
business strategies, although they have a positive role in helping to ensure
that the business attains its goals.
Strategic HRD aims
Strategic HRD aims to produce a coherent and comprehensive framework for
developing people through the creation of a learning culture and the formulation
of organizational and individual learning strategies. Its objective is to
enhance resource capability in accordance with the belief that a firm’s human
resources are a major source of competitive advantage. It is therefore about
developing the intellectual capital required by the organization as well as
ensuring that the right quality of people are available to meet present and
future needs. The main thrust of strategic HRD is to provide an environment
in which people are encouraged to learn and develop. Although it is business
led, its specific strategies have to take into account individual aspirations and
needs. The importance of increasing employability outside as well as within
the organization should be one of the concerns of strategic HRD.
Strategic HRD policies are closely associated with that aspect of strategic
HRM that is concerned with investing in people and developing the organization’s
human capital. As Keep (1989) says:
One of the primary objectives of HRM is the creation of conditions whereby
the latent potential of employees will be realized and their commitment to the
causes of the organization secured. This latent potential is taken to include, not
merely the capacity to acquire and utilize new skills and knowledge, but also a
hitherto untapped wealth of ideas about how the organization’s operations
might be better ordered.
Human resource development philosophy
The philosophy underpinning strategic HRD is as follows:
l Human resource development makes a major contribution to the
successful attainment of the organization’s objectives, and investment in
it benefits all the stakeholders of the organization.
l Human resource development plans and programmes should be integrated
with and support the achievement of business and human
resource strategies.
134 l HR strategies
l Human resource development should always be performance related –
designed to achieve specified improvements in corporate, functional,
team and individual performance and make a major contribution to
bottom-line results.
l Everyone in the organization should be encouraged and given the
opportunity to learn – to develop their skills and knowledge to the
maximum of their capacity.
l The framework for individual learning is provided by personal development
plans that focus on self-managed learning and are supported by
coaching, mentoring and formal training.
l The organization needs to invest in learning and development by
providing appropriate learning opportunities and facilities, but the
prime responsibility for learning and development rests with individuals,
who will be given the guidance and support of their managers
and, as necessary, members of the HR department.
Elements of human resource development
The key elements of human resource development are:
l Learning – defined by Bass and Vaughan (1966) as ‘a relatively
permanent change in behaviour that occurs as a result of practice or
experience’. As Kolb (1984) describes it, ‘Learning is the major process of
human adaptation.’
l Training – the planned and systematic modification of behaviour
through learning events, programmes and instruction that enable individuals
to achieve the levels of knowledge, skill and competence needed
to carry out their work effectively.
l Development – the growth or realization of a person’s ability and
potential through the provision of learning and educational experiences.
l Education – the development of the knowledge, values and understanding
required in all aspects of life rather than the knowledge and
skills relating to particular areas of activity.
Learning should be distinguished from training. ‘Learning is the process by
which a person constructs new knowledge, skills and capabilities, whereas
training is one of several responses an organization can undertake to promote
learning’ (Reynolds et al 2002).
Learning and development strategy l 135
STRATEGIES FOR CREATING A LEARNING CULTURE
A learning culture is one in which learning is recognized by top
management, line managers and employees generally as an essential organizational
process to which they are committed and in which they engage
continuously. It is described by Reynolds (2004) as a ‘growth medium’ that
will ‘encourage employees to commit to a range of positive discretionary
behaviours, including learning’ and that has the following characteristics:
empowerment not supervision, self-managed learning not instruction, and
long-term capacity building not short-term fixes. Discretionary learning
according to Sloman (2003) happens when individuals actively seek to
acquire the knowledge and skills that promote the organization’s objectives.
It is suggested by Reynolds (2004) that to create a learning culture that
acts as a growth medium it is necessary to develop organizational practices
that raise commitment amongst employees and ‘give employees a sense of
purpose in the workplace, grant employees opportunities to act upon their
commitment, and offer practical support to learning’. He proposes the
following steps:
1. Develop and share the vision – belief in a desired and emerging future.
2. Empower employees – provide ‘supported autonomy’: freedom for
employees to manage their work within certain boundaries (policies and
expected behaviours) but with support available as required. Adopt a
facilitative style of management in which responsibility for decision
making is ceded as far as possible to employees.
3. Provide employees with a supportive learning environment where
learning capabilities can be discovered and applied, eg peer networks,
supportive policies and systems, protected time for learning.
4. Use coaching techniques to draw out the talents of others by encouraging
employees to identify options and seek their own solutions to
problems.
5. Guide employees through their work challenges and provide them with
time, resources and, crucially, feedback.
6. Recognize the importance of managers acting as role models: ‘The new
way of thinking and behaving may be so different that you must see
what it looks like before you can imagine yourself doing it. You must see
the new behaviour and attitudes in others with whom you can identify’
(Schein, 1999).
7. Encourage networks – communities of practice.
8. Align systems to vision – get rid of bureaucratic systems that produce
problems rather than facilitate work.
136 l HR strategies
ORGANIZATIONAL LEARNING STRATEGIES
Organizations can be described (Harrison, 2000) as continuous learning
systems, and organizational learning has been defined by Marsick (1994) as
a process of: ‘Co-ordinated systems change, with mechanisms built in for
individuals and groups to access, build and use organizational memory,
structure and culture to develop long-term organizational capacity.’
Organizational learning strategy aims to develop a firm’s resource-based
capability. This is in accordance with one of the basic principles of human
resource management, namely that it is necessary to invest in people in
order to develop the human capital required by the organization and to
increase its stock of knowledge and skills. As stated by Ehrenberg and Smith
(1994), human capital theory indicates that: ‘The knowledge and skills a
worker has – which comes from education and training, including the
training that experience brings – generate a certain stock of productive
capital.’
Harrison (1997) has defined five principles of organizational learning:
1. The need for a powerful and cohering vision of the organization to be
communicated and maintained across the workforce in order to
promote awareness of the need for strategic thinking at all levels.
2. The need to develop strategy in the context of a vision that is not only
powerful but also open-ended and unambiguous. This will encourage a
search for a wide rather than a narrow range of strategic options, will
promote lateral thinking and will orient the knowledge-creating activities
of employees.
3. Within the framework of vision and goals, frequent dialogue, communication
and conversations are major facilitators of organizational
learning.
4. It is essential continuously to challenge people to re-examine what they
take for granted.
5. It is essential to develop a conducive learning and innovation climate.
Single- and double-loop learning
Argyris (1992) suggests that organizational learning occurs under two
conditions: first, when an organization achieves what is intended and,
second, when a mismatch between intentions and outcomes is identified
and corrected. But organizations do not perform the actions that produce
the learning; it is individual members of the business who behave in ways
that lead to it, although organizations can create conditions that facilitate
such learning.
Learning and development strategy l 137
Argyris distinguishes between single-loop and double-loop learning.
Single-loop learning organizations define the ‘governing variables’, ie what
they expect to achieve in terms of targets and standards. They then monitor
and review achievements, and take corrective action as necessary, thus
completing the loop. Double-loop learning occurs when the monitoring
process initiates action to redefine the ‘governing variables’ to meet the new
situation, which may be imposed by the external environment. The organization
has learnt something new about what has to be achieved in the light of
changed circumstances and can then decide how this should be achieved.
LEARNING ORGANIZATION STRATEGY
The process of organizational learning is the basis for the concept of a
learning organization. It has been described by Pedler, Boydell and
Burgoyne (1989) as ‘an organization which facilitates the learning of all its
members and continually transforms itself’. Senge (1990) calls the learning
organization: ‘An organization that is continually expanding to create its
future’. As Burgoyne (1994) has pointed out, learning organizations have to
be able to adapt to their context and develop their people to match the
context. Wick and Leon (1995) have defined a learning organization as one
that ‘continually improves by rapidly creating and refining the capabilities
required for future success’.
Garvin (1993) defines a learning organization as one that is ‘skilled at
creating, acquiring, and transferring knowledge, and at modifying its
behaviour to reflect new knowledge and insights’. He has suggested that
learning organizations are good at doing five things:
1. Systematic problem solving, which rests heavily on the philosophy and
methods of the quality movement. Its underlying ideas include relying on
scientific method, rather than guesswork, for diagnosing problems –
what Deming (1986) calls the ‘plan–do–check–act’ cycle and others refer
to as ‘hypothesis-generating, hypothesis-testing’ techniques. Data rather
than assumptions are required as the background to decision making –
what quality practitioners call ‘fact-based management’ – and simple
statistical tools such as histograms, Pareto charts and cause-and-effect
diagrams are used to organize data and draw inferences.
2. Experimentation – this activity involves the systematic search for and
testing of new knowledge. Continuous improvement programmes –
‘kaizen’ – are an important feature in a learning organization.
3. Learning from past experience – learning organizations review their
successes and failures, assess them systematically and record the
138 l HR strategies
lessons learnt in a way that employees find open and accessible. This
process has been called the ‘Santayana principle’, quoting the
philosopher George Santayana who coined the phrase: ‘Those who
cannot remember the past are condemned to repeat it.’
4. Learning from others – sometimes the most powerful insights come from
looking outside one’s immediate environment to gain a new
perspective. This process has been called SIS for ‘steal ideas shamelessly’.
Another, more acceptable word for it is ‘benchmarking’ – a disciplined
process of identifying best practice organizations and analysing
the extent to which what they are doing can be transferred, with suitable
modifications, to one’s own environment.
5. Transferring knowledge quickly and efficiently throughout the organization by
seconding people with new expertise, or by education and training programmes,
as long as the latter are linked explicitly with implementation.
One approach, as advocated by Senge (1990), is to focus on collective
problem-solving within an organization. This is achieved using team
learning and a ‘soft systems’ methodology whereby all the possible causes
of a problem are considered in order to define more clearly those that can be
dealt with and those that are insoluble.
A learning organization strategy will be based on the belief that learning
is a continuous process rather than a set of discrete training activities
(Sloman, 1999). It will incorporate strategies for organizational learning as
described above and individual learning as discussed below.
INDIVIDUAL LEARNING STRATEGIES
The individual learning strategies of an organization are driven by its
human resource requirements, the latter being expressed in terms of the sort
of skills and behaviours that are required to achieve business goals. The
starting point is the approach adopted to the provision of learning and
development opportunities, bearing in mind the distinction between
learning and development made by Pedler et al (1989), who see learning as
being concerned with an increase in knowledge or a higher degree of an
existing skill, whereas development is more towards a different state of
being or functioning. Sloman (2003) contends that:
Interventions and activities which are intended to improve knowledge and
skills will increasingly focus on the learner. Emphasis will shift to the individual
learner (or team). And he or she will be encouraged to take more responsibility
for his or her learning. Efforts will be made to develop a climate which
Learning and development strategy l 139
supports effective and appropriate learning. Such interventions and activities
will form part of an integrated approach to creating competitive advantage
through people in the organization.
The learning strategy should cover:
l how learning needs will be identified;
l the role of personal development planning and self-managed learning;
l the support that should be provided for individual learning in the form
of guidance, coaching, learning resource centres, mentoring, external
courses designed to meet the particular needs of individuals, internal or
external training programmes, and courses designed to meet the needs
of groups of employees.
140 l HR strategies
11
Strategies for managing
performance
Strategies for managing performance exist to develop a high-performance
culture and achieve increased organizational effectiveness, better results for
individuals and teams, and higher levels of skill, competence, commitment
and motivation. Managing performance is a continuing responsibility for
managers and team leaders. It is not achieved by a once-a-year performance
appraisal meeting. Individual employees are responsible for managing their
own performance but may need guidance and support in doing so.
Managing performance strategies need to recognize in the words of
Purcell (1999) that, in circumstances of lean production, employees increasingly
come to possess knowledge and skills that management lacks:
‘Employees need to be motivated to apply these skills through discretionary
effort. And it is often the case that the firm’s business or production strategy
can only be achieved when this discretionary effort is contributed.’
Strategies for managing performance are concerned with how the
business should be managed to achieve its goals. They will refer to
performance measures such as the balanced scorecard (Kaplan and Norton,
1992) that direct attention to four related questions: 1) How do customers
see us?, 2) What must we excel at?, 3) Can we continue to improve? and
4) How do we look to shareholders? But performance comes from people,
141
and performance management processes as described in this chapter focus
on how the performance of individuals and teams can be improved through
performance and personal development planning.
PERFORMANCE MANAGEMENT
Performance management processes have come to the fore in recent years as
means of providing a more integrated and continuous approach to the
management of performance than was provided by previous isolated and
often inadequate merit rating or performance appraisal schemes.
Performance management is based on the principle of management by
agreement or contract rather than management by command. It emphasizes
the integration of individual and corporate objectives as well as the initiation
of self-managed learning development plans. It can play a major role
in providing for an integrated and coherent range of human resource
management processes that are mutually supportive and contribute as a
whole to improving organizational effectiveness.
PERFORMANCE MANAGEMENT DEFINED
Performance management can be defined as a strategic and integrated
approach to delivering sustained success to organizations by improving the
performance of the people who work in them and by developing the capabilities
of teams and individual contributors.
Performance management is strategic in the sense that it is concerned with
the broader issues facing the business if it is to function effectively in its environment,
and with the general direction in which it intends to go to achieve
longer-term goals. It is integrated in four senses: 1) vertical integration –
linking or aligning business, team and individual objectives; 2) functional
integration – linking functional strategies in different parts of the business;
3) HR integration – linking different aspects of human resource management,
especially organizational development, human resource development and
reward, to achieve a coherent approach to the management and development
of people; and 4) the integration of individual needs with those of the
organization, as far as this is possible.
142 l HR strategies
PURPOSE OF PERFORMANCE MANAGEMENT
Performance management strategy aims to provide the means through which
better results can be obtained from the organization, teams and individuals by
understanding and managing performance within an agreed framework of
planned goals, standards and competence requirements. It involves the
development of processes for establishing shared understanding about what
is to be achieved, and an approach to managing and developing people in a
way that increases the probability that it will be achieved in the short and
longer term. It is owned and driven by line management.
PERFORMANCE MANAGEMENT CONCERNS
Performance management strategy is basically concerned with performance
improvement in order to achieve organizational, team and individual effectiveness.
Organizations, as stated by Lawson (1995), have ‘to get the right
things done successfully’.
Secondly, performance management strategy is concerned with employee
development. Performance improvement is not achievable unless there are
effective processes of continuous development. This addresses the core
competences of the organization and the capabilities of individuals and
teams. Performance management should really be called performance and
development management.
Thirdly, performance management strategy is concerned with satisfying
the needs and expectations of all the organization’s stakeholders – owners,
management, employees, customers, suppliers and the general public. In
particular, employees are treated as partners in the enterprise whose interests
are respected and who have a voice on matters that concern them, whose
opinions are sought and listened to. Performance management should
respect the needs of individuals and teams as well as those of the organization,
although it must be recognized that they will not always coincide.
Finally, performance management strategy is concerned with communication
and involvement. It aims to create a climate in which a continuing
dialogue between managers and the members of their teams takes place to
define expectations and share information on the organization’s mission,
values and objectives. Performance management can contribute to the development
of a high-involvement organization by getting teams and individuals
to participate in defining their objectives and the means to achieve them.
Performance management strategy aims to provide the means through which
better results can be obtained from the organization, teams and individuals by
Strategies for managing performance l 143
understanding and managing performance within an agreed framework of
planned goals, standards and competence requirements.
THE SCOPE OF PERFORMANCE MANAGEMENT
STRATEGY
Performance management strategy focuses on what is involved in
managing the organization. It is a natural process of management, not a
system or a technique (Fowler, 1990). It is also about managing within the
context of the business (its internal and external environment). This will
affect how performance management processes are developed, what they
set out to do and how they operate. The context is important, and Jones
(1995) goes as far as to say ‘manage context not performance’.
Performance management strategy concerns everyone in the business –
not just managers. It rejects the cultural assumption that only managers are
accountable for the performance of their teams and replaces it with the
belief that responsibility is shared between managers and team members. In
a sense, managers should regard the people who report to them as
customers for the managerial contribution and services they can provide.
Managers and their teams are jointly accountable for results and are jointly
involved in agreeing what they need to do and how they need to do it, in
monitoring performance and in taking action.
Performance management processes are part of a holistic approach to
managing for performance that is the concern of everyone in the organization.
The holistic approach to performance management
Holistic means being all-embracing, covering every aspect of a subject. In the
case of performance management strategy, this means being concerned with
the whole organization. Acomprehensive view is taken of the constituents of
performance, how these contribute to desired outcomes at the organizational,
departmental, team and individual levels, and what needs to be done to
improve these outcomes. Performance management in its fullest sense is based
on the belief that everything that people do at work at any level contributes to
achieving the overall purpose of the organization. It is therefore concerned
with what people do (their work), how they do it (their behaviour) and what
they achieve (their results). It embraces all formal and informal measures
adopted by an organization to increase corporate, team and individual effectiveness
and continuously to develop knowledge, skill and competence. It is
certainly not an isolated system run by the HR department that functions once
144 l HR strategies
a year (the annual appraisal) and is then forgotten. The combined impact of a
number of related aspects of performance management may be expected to
achieve more to improve organizational effectiveness than the various parts if
they functioned separately. When designing and operating performance
management it is necessary to consider the interrelationships of each process.
The concept of performance management as an integrating force
As stated by Hartle (1995), performance management ‘should be integrated
into the way the performance of the business is managed and it should link
with other key processes such as business strategy, employee development,
and total quality management’.
Vertical integration
Integration is achieved vertically with the business strategy and business plans
and goals. Team and individual objectives are agreed that support the
achievement of corporate goals. These take the form of interlocking objectives
from the corporate level to the functional or business unit level and down to
teams and the individual level. Steps need to be taken to ensure that these
goals are in alignment. This can be a cascading process so that objectives flow
down from the top and at each level team or individual objectives are defined
in the light of higher-level goals. But it should also be a bottom-up process,
individuals and teams being given the opportunity to formulate their own
goals within the framework provided by the overall purpose and values of the
organization. Objectives should be agreed, not set, and this agreement should
be reached through the open dialogues that take place between managers and
individuals throughout the year. In other words, this needs to be seen as a partnership
in which responsibility is shared and mutual expectations are defined.
Horizontal integration
Horizontal integration means aligning performance management strategies
with other HR strategies concerned with valuing, paying, involving and
developing people as modelled in Figure 11.1. It can act as a powerful force
in integrating these activities.
THE PROCESS OF PERFORMANCE MANAGEMENT
Performance management strategy has to focus on developing a continuous
and flexible process that involves managers and those whom they manage
Strategies for managing performance l 145
acting as partners within a framework. This should set out how they can best
work together to achieve the required results. It focuses on future
performance planning and improvement rather than on retrospective
performance appraisal. It provides the basis for regular and frequent
dialogues between managers and individuals or teams about performance
and development needs. Performance management is mainly concerned with
individual performance and development but it can also be applied to teams.
Performance management reviews (individual and 360-degree feedback)
provide the inputs required to create personal or team development plans,
and to many people performance management is essentially a developmental
process. Performance reviews can, however, produce data in the form of individual
ratings, which may be used as the basis for performance-related pay
decisions. However, the danger of linking performance management with
performance-related pay is that the performance management process tends
to concentrate on financial rewards rather than personal development.
Performance management measures outputs in the shape of delivered
performance compared with expectations expressed as objectives. In this
respect, it is concerned with targets, standards and performance measures
or indicators. But it also deals with inputs – the knowledge, skills and
146 l HR strategies
Figure 11.1 Performance management as a focal point for the integration of
HR activities
Paying
people
Developing
people
Performance
management
Valuing
people
Involving
people
competencies required to produce the expected results. It is by defining
these input requirements and assessing the extent to which the expected
levels of performance have been achieved by using skills and competencies
effectively that developmental needs are identified.
CONCLUSION
In conclusion, it must be emphasized that performance management
strategy is not about establishing a top-down, backward-looking form of
appraising people. Neither is it just a method of generating information for
pay decisions. Performance management is a strategic process because it is
forward-looking and developmental. It provides a framework in which
managers can support their team members rather than dictate to them, and
its impact on results will be much more significant if it is regarded as a transformational
rather than as an appraisal process.
Strategies for managing performance l 147
12
Reward strategy
REWARD STRATEGY DEFINED
Reward strategy is a declaration of intent that defines what the organization
wants to do in the longer term to develop and implement reward
policies, practices and processes that will further the achievement of its
business goals and meet the needs of its stakeholders.
Reward strategy provides a sense of purpose and direction and a
framework for developing reward policies, practices and processes. It is
based on an understanding of the needs of the organization and its employees
and how they can best be satisfied. It is also concerned with developing the
values of the organization on how people should be rewarded and formulating
guiding principles that will ensure that these values are enacted.
Reward strategy is underpinned by a reward philosophy that expresses
what the organization believes should be the basis upon which people are
valued and rewarded. Reward philosophies are often articulated as guiding
principles.
WHY HAVE A REWARD STRATEGY?
Overall, in the words of Duncan Brown (2001): ‘Reward strategy is ultimately
a way of thinking that you can apply to any reward issue arising in
149
your organization, to see how you can create value from it.’ More specifically,
there are four arguments for developing reward strategies:
1. You must have some idea where you are going, or how do you know how
to get there, and how do you know that you have arrived (if you ever do)?
2. Pay costs in most organizations are by far the largest item of expense –
they can be 60 per cent and often much more in labour-intensive organizations
– so doesn’t it make sense to think about how they should be
managed and invested in the longer term?
3. There can be a positive relationship between rewards, in the broadest
sense, and performance, so shouldn’t we think about how we can
strengthen that link?
4. As Cox and Purcell (1998) write, ‘the real benefit in reward strategies lies
in complex linkages with other human resource management policies
and practices’. Isn’t this a good reason for developing a reward strategic
framework that indicates how reward processes will be linked to HR
processes so that they are coherent and mutually supportive?
CHARACTERISTICS OF REWARD STRATEGY
As Murlis (1996) points out: ‘Reward strategy will be characterised by diversity
and conditioned both by the legacy of the past and the realities of the future.’
All reward strategies are different, just as all organizations are different. Of
course, similar aspects of reward will be covered in the strategies of different
organizations but they will be treated differently in accordance with variations
between organizations in their contexts, strategies and cultures.
Reward strategists may have a clear idea of what needs to be done but they
have to take account of the views of top management and be prepared to
persuade them with convincing arguments that action needs to be taken.
They have to take particular account of financial considerations – the concept
of ‘affordability’ looms large in the minds of chief executives and financial
directors, who will need to be convinced that an investment in rewards will
pay off. They also have to convince employees and their representatives that
the reward strategy will meet their needs as well as business needs.
THE STRUCTURE OF REWARD STRATEGY
Reward strategy should be based on a detailed analysis of the present
arrangements for reward, which would include a statement of their
strengths and weaknesses. This, as suggested by the Chartered Institute of
150 l HR strategies
Personnel and Development (2004), could take the form of a ‘gap analysis’,
which compares what is believed should be happening with what is
happening and indicates which ‘gaps’ need to be filled. A format for the
analysis is shown in Figure 12.1.
A diagnosis should be made of the reasons for any gaps or problems so
that decisions can be made on what needs to be done to overcome them. It
can then be structured under the headings set out below:
1. A statement of intentions – the reward initiatives that it is proposed
should be taken.
2. A rationale – the reasons why the proposals are being made. The
rationale should make out the business case for the proposals, indicating
how they will meet business needs and setting out the costs and
the benefits. It should also refer to any people issues that need to be
addressed and how the strategy will deal with them.
3. A plan – how, when and by whom the reward initiatives will be implemented.
The plan should indicate what steps will need to be taken and
should take account of resource constraints and the need for communications,
involvement and training. The priorities attached to each
element of the strategy should be indicated and a timetable for implementation
should be drawn up. The plan should state who will be
responsible for the development and implementation of the strategy.
4. A definition of guiding principles – the values that it is believed should be
adopted in formulating and implementing the strategy.
THE CONTENT OF REWARD STRATEGY
Reward strategy may be a broad-brush affair simply indicating the general
direction in which it is thought reward management should go. In addition
or alternatively, reward strategy may set out a list of specific intentions
dealing with particular aspects of reward management.
Broad-brush reward strategy
Abroad-brush reward strategy may commit the organization to the pursuit
of a total rewards policy. The basic aim might be to achieve an appropriate
balance between financial and non-financial rewards. A further aim could
be to use other approaches to the development of the employment relationship
and the work environment that will enhance commitment and
engagement and provide more opportunities for the contribution of people
to be valued and recognized.
Reward strategy l 151
152 l HR strategies
What should be happening What is
happening
What needs to
be done
1. A total reward approach is adopted that
emphasizes the significance of both financial
and non-financial rewards.
2. Reward policies and practices are developed
within the framework of a well-articulated
strategy that is designed to support the
achievement of business objectives and meet
the needs of stakeholders.
3. A job evaluation scheme is used that properly
reflects the values of the organization, is up to
date with regard to the jobs it covers and is
non-discriminatory.
4. Equal pay issues are given serious attention.
This includes the conduct of equal pay
reviews that lead to action.
5. Market rates are tracked carefully so that a
competitive pay structure exists that
contributes to the attraction and retention of
high-quality people.
6. Grade and pay structures are based on job
evaluation and market rate analysis
appropriate to the characteristics and needs
of the organization and its employees,
facilitate the management of relativities,
provide scope for rewarding contribution,
clarify reward and career opportunities, are
constructed logically, operate transparently
and are easy to manage and maintain.
7. Contingent pay schemes reward contribution
fairly and consistently, support the motivation
of staff and the development of a performance
culture, deliver the right messages about the
values of the organization, contain a clear ‘line
of sight’ between contribution and reward,
and are cost-effective.
8. Performance management processes
contribute to performance improvement,
people development and the management of
expectations, operate effectively throughout
the organization and are supported by line
managers and staff.
Figure 12.1 Areward gap analysis
Reward strategy l 153
What should be happening What is
happening
What needs to
be done
9. Employee benefits and pension schemes
meet the needs of stakeholders and are
cost-effective.
10. A flexible benefits approach is adopted.
11. Reward management procedures exist that
ensure that reward processes are managed
effectively and that costs are controlled.
12. Appropriate use is made of computers
(software and spreadsheets) to assist in the
process of reward management.
13. Reward management aims and
arrangements are transparent and
communicated well to staff.
14. Surveys are used to assess the opinions of
staff about reward, and action is taken on
the outcomes.
15. An appropriate amount of responsibility for
reward is devolved to line managers.
16. Line managers are capable of carrying out
their devolved responsibilities well.
17. Steps are taken to train line managers and
provide them with support and guidance as
required.
18. HR has the knowledge and skills to provide
the required reward management advice
and services and to guide and support line
managers.
19. Overall, reward management developments
are conscious of the need to achieve
affordability and to demonstrate that they
are cost-effective.
20. Steps are taken to evaluate the effectiveness
of reward management processes and to
ensure that they reflect changing needs.
Figure 12.1 continued
Examples of other broad strategic aims include: 1) introducing a more
integrated approach to reward management – encouraging continuous
personal development and spelling out career opportunities; 2) developing
a more flexible approach to reward that includes the reduction of artificial
barriers as a result of overemphasis on grading and promotion;
3) rewarding people according to their contribution; 4) supporting the
development of a performance culture and building levels of competence;
and 5) clarifying what behaviours will be rewarded and why.
Specific reward initiatives
The selection of reward initiatives and the priorities attached to them will be
based on an analysis of the present circumstances of the organization and an
assessment of the needs of the business and its employees. The following
are examples of possible specific reward initiatives, one or more of which
might feature in a reward strategy:
l the replacement of present methods of contingent pay with a pay-forcontribution
scheme;
l the introduction of a new grade and pay structure, eg a broad-graded or
career family structure;
l the replacement of an existing decayed job evaluation scheme with a
computerized scheme that more clearly reflects organizational values;
l the improvement of performance management processes so that they
provide better support for the development of a performance culture
and more clearly identify development needs;
l the introduction of a formal recognition scheme;
l the development of a flexible benefits system;
l the conduct of equal pay reviews, with the objective of ensuring that
work of equal value is paid equally;
l communication programmes designed to inform everyone of the reward
policies and practices of the organization;
l training, coaching and guidance programmes designed to increase line
management capability (see also the last section of this chapter).
GUIDING PRINCIPLES
Guiding principles define the approach an organization takes to dealing
with reward. They are the basis for reward policies and provide guidelines
for the actions contained in the reward strategy. They express the reward
154 l HR strategies
philosophy of the organization – its values and beliefs about how people
should be rewarded.
Members of the organization should be involved in the definition of
guiding principles, which can then be communicated to everyone to
increase understanding of what underpins reward policies and practices.
However, employees will suspend their judgement of the principles until
they experience how they are applied. What matters to them is not the
philosophies themselves but the pay practices emanating from them and
the messages about the employment ‘deal’ that they get as a consequence. It
is the reality that is important, not the rhetoric.
Guiding principles should incorporate or be influenced by general beliefs
about fairness, equity, consistency and transparency. They may be
concerned with such specific matters as:
l developing reward policies and practices that support the achievement
of business goals;
l providing rewards that attract, retain and motivate staff and help to
develop a high-performance culture;
l maintaining competitive rates of pay;
l rewarding people according to their contribution;
l recognizing the value of all staff who are making an effective contribution,
not just the exceptional performers;
l allowing a reasonable degree of flexibility in the operation of reward
processes and in the choice of benefits by employees;
l devolving more responsibility for reward decisions to line managers.
DEVELOPING REWARD STRATEGY
The formulation of corporate strategy can be described as a process for
developing and defining a sense of direction. The Chartered Institute of
Personnel and Development (2004) suggests the following key development
phases:
1. the diagnosis phase, when reward goals are agreed, current policies and
practices assessed against them, options for improvement considered
and any changes agreed;
2. the detailed design phase, when improvements and changes are detailed
and any changes tested (pilot testing is important);
3. the final testing and preparation phase;
4. the implementation phase, followed by ongoing review and modification.
Reward strategy l 155
A logical step-by-step model for doing this is illustrated in Figure 12.2. This
incorporates ample provision for consultation, involvement and communication
with stakeholders, who include senior managers as the ultimate
decision makers as well as employees and line managers.
In practice, however, the formulation of reward strategy is seldom as
logical and linear a process as this. Reward strategies evolve; they have to
respond to changes in organizational requirements, which are happening all
the time. Reward strategists need to track emerging trends in reward
management and may modify their views accordingly, as long as they do
not leap too hastily on the latest bandwagon.
It may be helpful to set out reward strategies on paper for the record and
as a basis for planning and communication. But this should be regarded as
156 l HR strategies
Analyse bus iness
strategy and
business needs
Develop HR strategy
Develop and justify
reward strategy and
define guiding
principles
Assess needs of
stakeholders – line
managers and
other employees
Analyse present HR
and reward policies
and practices
Consult, involve
and communicate
with employees
Consult and
involve senior
management
Prepare and test plan
Brief and train Final
communications
Review and modify as
required
Implement plan
Figure 12.2 Amodel of the reward strategy development process
no more than a piece of paper that can be torn up when needs change – as
they will – not a tablet of stone.
EFFECTIVE REWARD STRATEGIES
Components of an effective reward strategy
Duncan Brown (2001) has suggested that effective reward strategies have
three components:
1. They have to have clearly defined goals and a well-defined link to
business objectives.
2. There have to be well-designed pay and reward programmes, tailored
to the needs of the organization and its people, and consistent and integrated
with one another.
3. Perhaps most important and most neglected, there need to be effective
and supportive HR and reward processes in place.
Criteria for effectiveness
The questions to be answered when assessing the effectiveness of a reward
strategy are:
1. Does it support the achievement of the organization’s business and HR
strategies?
2. Will it reinforce organizational values?
3. Is there a convincing statement of how the business needs of the organization
will be met and how the needs of stakeholders will be catered
for?
4. Is it based on a thorough analysis and diagnosis of the reward situation
in the organization?
5. Has a realistic assessment been made of the resources required to
implement the strategy and the costs involved?
6. Is it affordable in the sense that the benefits will exceed any costs?
7. Have steps been taken to ensure that supporting processes such as
performance management, communication and training are in place?
8. Is the programme for implementation realistic?
9. Have steps been taken to ensure that it is supported and understood by
line managers and staff?
10. Will HR and line managers be capable of implementing and managing
the strategy in practice?
Reward strategy l 157
REWARD STRATEGY AND LINE MANAGEMENT
CAPABILITY
HR can initiate new reward policies and practices but it is the line that has
the main responsibility for implementing them. The trend is, rightly, to
devolve more responsibility for managing reward to line managers. Some
will have the ability to respond to the challenge and opportunity; others will
be incapable of carrying out this responsibility without close guidance from
HR; some may never be able to cope. Managers may not always do what HR
expects them to do, and if compelled to, they may be half-hearted about it.
This puts a tremendous onus on HR and reward specialists to develop line
management capability, to initiate processes that can readily be implemented
by line managers, to promote understanding by communicating
what is happening, why it is happening and how it will affect everyone, to
provide guidance and help where required, and to provide formal training
as necessary.
158 l HR strategies
13
Employee relations strategy
EMPLOYEE RELATIONS STRATEGY DEFINED
Employee relations strategies define the intentions of the organization about
what needs to be done and what needs to be changed in the ways in which the
organization manages its relationships with employees and their trade
unions. Like all other aspects of HR strategy, employee relations strategies
will flow from the business strategy but will also aim to support it. For
example, if the business strategy is to concentrate on achieving competitive
edge through innovation and the delivery of quality to its customers, the
employee relations strategy may emphasize processes of involvement and
participation, including the implementation of programmes for continuous
improvement and total quality management. If, however, the strategy for
competitive advantage, or even survival, is cost reduction, the employee relations
strategy may concentrate on how this can be achieved by maximizing
cooperation with the unions and employees and by minimizing detrimental
effects on those employees and disruption to the organization.
Employee relations strategies should be distinguished from employee relations
policies. Strategies are dynamic. They provide a sense of direction and
give an answer to the question ‘How are we going to get from here to there?’
Employee relations policies are more about the here and now. They express
‘the way things are done around here’ as far as dealing with unions and an
employee is concerned. Of course they will evolve but this may not be a result
159
of a strategic choice. It is when a deliberate decision is made to change policies
that a strategy for achieving this change has to be formulated. Thus if the
policy is to increase commitment, the strategy could consider how this might
be achieved by involvement and participation processes.
CONCERNS OF EMPLOYEE RELATIONS STRATEGY
Employee relations strategy will be concerned with how to:
l build stable and cooperative relationships with employees that minimize
conflict;
l achieve commitment through employee involvement and communications
processes;
l develop mutuality – a common interest in achieving the organization’s
goals through the development of organizational cultures based on
shared values between management and employees.
STRATEGIC DIRECTIONS
The intentions expressed by employee relations strategies may direct the
organization towards any of the following:
l changing forms of recognition, including single union recognition, or derecognition;
l changes in the form and content of procedural agreements;
l new bargaining structures, including decentralization or single-table
bargaining;
l the achievement of increased levels of commitment through involvement
or participation – giving employees a voice;
l deliberately bypassing trade union representatives to communicate
directly with employees;
l increasing the extent to which management controls operations in such
areas as flexibility;
l generally improving the employee relations climate in order to produce
more harmonious and cooperative relationships;
l developing a ‘partnership’ with trade unions, as described at the end of
this chapter, recognizing that employees are stakeholders and that it is to
the advantage of both parties to work together (this could be described
as a unitarist strategy aiming at increasing mutual commitment).
160 l HR strategies
THE BACKGROUND TO EMPLOYEE RELATIONS
STRATEGIES
Four approaches to employee relations have been identified by Industrial
Relations Services (IRS, 1993):
1. Adversarial: the organization decides what it wants to do, and
employees are expected to fit in. Employees only exercise power by
refusing to cooperate.
2. Traditional: a good day-to-day working relationship but management
proposes and the workforce reacts through its elected representatives.
3. Partnership: the organization involves employees in the drawing up and
execution of organization policies, but retains the right to manage.
4. Power sharing: employees are involved in both day-to-day and strategic
decision making.
Adversarial approaches are much less common than in the 1960s and 1970s.
The traditional approach is still the most typical, but more interest is being
expressed in partnership, as discussed later in this chapter. Power sharing is
rare.
Against the background of a preference for one of the four approaches
listed above, employee relations strategy will be based on the philosophy of
the organization on what sort of relationships between management and
employees and their unions are wanted, and how they should be handled. A
partnership strategy will aim to develop and maintain a positive,
productive, cooperative and trusting climate of employee relations.
THE HRM APPROACH TO EMPLOYEE RELATIONS
The philosophy of HRM has been translated into the following prescriptions,
which constitute the HRM model for employee relations:
l a drive for commitment – winning the ‘hearts and minds’ of employees
to get them to identify with the organization, to exert themselves more
on its behalf and to remain with the organization, thus ensuring a return
on their training and development;
l an emphasis on mutuality – getting the message across that ‘we are all in
this together’ and that the interests of management and employees
coincide (ie a unitarist approach);
l the organization of complementary forms of communication, such as
team briefing, alongside traditional collective bargaining, ie approaching
Employee relations strategy l 161
employees directly as individuals or in groups rather than through their
representatives;
l a shift from collective bargaining to individual contracts;
l the use of employee involvement techniques such as quality circles or
improvement groups;
l continuous pressure on quality – total quality management;
l increased flexibility in working arrangements, including multi-skilling,
to provide for the more effective use of human resources, sometimes
accompanied by an agreement to provide secure employment for the
‘core’ workers;
l emphasis on teamwork;
l harmonization of terms and conditions for all employees.
The key contrasting dimensions of traditional industrial relations and HRM
have been presented by Guest (1995) as shown in Table 13.1.
Guest notes that this model aims to support the achievement of the three
main sources of competitive advantage identified by Porter (1985), namely
innovation, quality and cost leadership. Innovation and quality strategies
require employee commitment, while cost leadership strategies are believed
by many managements to be only achievable without a union. ‘The logic of
a market-driven HRM strategy is that where high organizational
commitment is sought, unions are irrelevant. Where cost advantage is the
goal, unions and industrial relations systems appear to carry higher costs.’
An HRM approach is still possible if trade unions are recognized by the
organization. In this case, the strategy might be to marginalize or at least
162 l HR strategies
Table 13.1 Key contrasting dimensions of traditional industrial
relations and HRM (from Guest, 1995)
Dimension Industrial relations HRM
Psychological contract
Behaviour references
Relations
Organization design
compliance
norms, custom and
practice
low trust, pluralist,
collective
formal roles, hierarchy,
division of labour,
managerial control
commitment
values/mission
high trust, unitarist,
individual
flexible roles, flat
structure, teamwork/
autonomy, self-control
side-step them by dealing direct with employees through involvement and
communications processes.
POLICY OPTIONS
There are a number of policy options that need to be considered when
developing employee relations strategy. The following four options have
been described by Guest (1995):
1. The new realism – a high emphasis on HRM and industrial relations. The aim
is to integrate HRM and industrial relations. This is the policy of such
organizations as Nissan and Toshiba. A review of new collaborative
arrangements in the shape of single-table bargaining (IRS, 1993) found
that they were almost always the result of employer initiatives, but that
both employers and unions seem satisfied with them. They have facilitated
greater flexibility, more multi-skilling, the removal of demarcations
and improvements in quality. They can also extend consultation
processes and accelerate moves towards single status.
2. Traditional collectivism – priority to industrial relations without HRM. This
involves retaining the traditional pluralist industrial relations arrangements
within an eventually unchanged industrial relations system.
Management may take the view in these circumstances that it is easier to
continue to operate with a union, since it provides a useful, well-established
channel for communication and for the handling of grievance,
discipline and safety issues.
3. Individualized HRM – high priority to HRM with no industrial relations.
According to Guest, this approach is not very common, excepting North
American-owned firms. It is, he believes, ‘essentially piecemeal and
opportunistic’.
4. The black hole – no industrial relations. This option is becoming more
prevalent in organizations in which HRM is not a policy priority for
management but where they do not see that there is a compelling reason
to operate within a traditional industrial relations system. When such
organizations are facing a decision on whether or not to recognize a
union, they are increasingly deciding not to do so.
FORMULATING EMPLOYEE RELATIONS STRATEGIES
Like other business and HR strategies, those concerned with employee relations
can, in Mintzberg’s (1987) words, ‘emerge in response to an evolving
Employee relations strategy l 163
situation’. But it is still useful to spend time deliberately formulating
strategies and the aim should be to create a shared agenda that will communicate
a common perspective on what needs to be done. This can be
expressed in writing but it can also be clarified through involvement and
communication processes. A partnership agreement may well be the best
way of getting employee relations strategies into action.
PARTNERSHIP AGREEMENTS
Defined
In industrial relations a partnership arrangement can be described as one in
which both parties (management and the trade union) agree to work
together to their mutual advantage and to achieve a climate of more cooperative
and therefore less adversarial industrial relations. A partnership
agreement may include undertakings from both sides; for example,
management may offer job security linked to productivity and the union
may agree to new forms of work organization that might require more flexibility
on the part of employees.
Key values
Five key values for partnership have been set down by Roscow and Casner-
Lotto (1998):
1. mutual trust and respect;
2. a joint vision for the future and the means to achieve it;
3. continuous exchange of information;
4. recognition of the central role of collective bargaining;
5. devolved decision making.
Their research in the United States indicated that, if these matters were
addressed successfully by management and unions, then companies could
expect productivity gains, quality improvements, a better-motivated and
committed workforce, and lower absenteeism and turnover rates.
The impact of partnership
The Department of Trade and Industry and Department for Education and
Employment report on Partnerships at Work (1997) concludes that partnership
is central to the strategy of successful organizations. A growing
164 l HR strategies
understanding that organizations must focus on customer needs has
brought with it the desire to engage the attitudes and commitment of all
employees in order to meet those needs effectively, says the report.
The report was based on interviews with managers and employees in 67
private and public sector organizations identified as ‘innovative and
successful’. It reveals how such organizations achieve significantly
enhanced business performance through developing a partnership with
their employees.
There are five main themes or ‘paths’ that the organizations identified as
producing a balanced environment in which employees thrived and sought
success for themselves and their organizations:
1. Shared goals – ‘understanding the business we are in’. All employees should
be involved in developing the organization’s vision, resulting in a
shared direction and enabling people to see how they fit into the organization
and the contribution they are making. Senior managers in turn
receive ideas from those who really understand the problems – and the
opportunities.
2. Shared culture – ‘agreed values binding us together’. In the research, ‘organization
after organization acknowledged that a culture has to build up
over time… it cannot be imposed by senior executives but must rather
be developed in an atmosphere of fairness, trust and respect until it
permeates every activity of the organization’. Once achieved, a shared
culture means that employees feel respected and so give of their best.
3. Shared learning – ‘continuously improving ourselves’. Key business benefits
of shared learning include an increasing receptiveness to change, and
the benefits of increased organization loyalty brought by career and
personal development plans.
4. Shared effort – ‘one business driven by flexible teams’. Change has become
such an important part of our daily lives that organizations have learnt
that they cannot deal with it in an unstructured way, says the report. The
response to change cannot be purely reactive, as business opportunities
may be missed. While team working ‘leads to essential co-operation
across the whole organization’, care must be taken to ensure that teams
do not compete with each other in a counterproductive way. It is
essential that the organization develops an effective communication
system to ensure that the flow of information from and to teams
enhances their effectiveness.
5. Shared information – ‘effective communication throughout the enterprise’.
While most organizations work hard at downward communication, the
most effective communication of all ‘runs up, down and across the
business in a mixture of formal systems and informal processes’. Many
Employee relations strategy l 165
organizations with unions have built successful relationships with
them, developing key partnership roles in the effective dissemination of
information, communication and facilitation of change, while others
have found representative works councils useful in consulting
employees and providing information.
Moving on
An important point that emerged from the research is that there are three
levels, or stages, within each of these five paths. These are the levels ‘at
which certain elements of good practice must be established before the
organization moves forward to break new ground’.
EMPLOYEE VOICE STRATEGIES
As defined by Boxall and Purcell (2003), ‘Employee voice is the term
increasingly used to cover a whole variety of processes and structures
which enable, and sometimes empower employees, directly and indirectly,
to contribute to decision-making in the firm.’ Employee voice can
be seen as ‘the ability of employees to influence the actions of the
employer’ (Millward, Bryson and Forth, 2000). The concept covers the
provision of opportunities for employees to register discontent and
modify the power of management. It embraces involvement and, more
significantly, participation.
The framework for employee voice
The framework for employee voice strategies has been modelled by
Marchington et al (2001) as shown in Figure 13.1.
This framework identifies two dimensions of voice: 1) individual
employees; and 2) collective – union and other representation. The shared
agenda of involvement and partnership is a form of upward problem
solving. This is on the same axis as the contested agenda of grievances and
collective bargaining. But these are not absolutes. Organizations will have
tendencies towards shared or contested agendas just as there will be varying
degrees of direct and indirect involvement, although they are unlikely to
have partnership and traditional collective bargaining at the same time. As
Kochan, Katz and McKenzie (1986) point out, amongst the strongest factors
affecting the choice of employee voice strategy are the values of management
towards unions.
166 l HR strategies
Planning for voice
The employee voice strategy appropriate for an organization depends upon
the values and attitudes of management and, if they exist, trade unions, and
the current climate of employee relations. Strategic planning should be
based on a review of the existing forms of voice, which would include
discussions with stakeholders (line managers, employees and trade union
representatives) on the effectiveness of existing arrangements and any
improvements required. In the light of these discussions, new or revised
approaches can be developed but it is necessary to brief and train those
involved in the part they should play.
Employee relations strategy l 167
Shared agenda
Direct
involvement
Indirect
involvement
Contested agenda
Employee
involvement
Grievance
procedures
Partnership
agreements
Traditional
collective
bargaining
Figure 13.1 Aframework for employee voice (from Marchington et al, 2001)
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180 l Further reading
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182 l Further reading
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184 l Further reading
Author index
185
Ahlstrand, B 50–51
Albanese, A 34–35
Argyris, L 137–138
Armstrong, M 11, 16, 17, 38, 48, 51,
60
Arthur, J B 73
Atkinson, J 130
Bandura, A 94
Barnett, S 80
Barney, J 22, 23, 32
Baron, A 11, 38
Bass, B M 135
Becker, B E 7, 55, 73
Beckhard, R 96
Beer, M 5, 11, 34, 57
Bell, C H 91
Bessant, J 115
Blackler, F 109
Blake, P 107
Bontis, N 7
Bower, J L 26
Boxall, P 5, 9, 23, 30, 32, 38, 41–42, 49
Brown, D 149–150, 157
Bulla, D N 120
Burgoyne, J 138
Burns, B 24
Burns, J M 97
Campbell, A 27
Cappelli, P 6, 51, 53
Chandler, AD 19
Child, J 20
Conway, N 14, 15
Cooke, R 59, 60
Cowling, A 122
Crocker-Hefter, A 6., 53
Currie, G 80
Davenport, T O 109
Delery, J E 53, 56
Deming, W 138
Denison, D R 101
Dess, G G 23
Digman, LA 27
Doty, H D 53, 56
Drucker, D 83
Dyer, L 31, 38, 53–54, 56
Ehrenberg, R G 137
Faulkner, D 20, 26
Floyd, S 80
Fombrun, C J 4
Furnham, A 101
Fowler, A 11
French, W L 91, 101
Garvin, D A 138
Gennard, J 11
Goold, M 27
Goshal, S 110
Grant, R M 32, 50, 106
Gratton, L 8, 13, 35, 49, 60, 69–70, 91,
98
Guest, D E 9, 10, 11, 12, 13, 14, 15, 53,
54, 57, 74, 75, 162, 163
Gunter, B 101
Hailey, V H 99, 100
Hamel, G 21, 22, 32
Handy, C 102
Hansen, M T108, 109
Harrison, R 102
Harrison, Rosemary 133–134, 137
Hartle, F 145
Heller, R 26
Hendry, C 9, 17, 30, 48, 57
Herriot, P 113–114
Holder, G W 31, 53–54
Hope-Hailey, V 16
Huselid, M A 73
Johnson, G 20, 26, 84
Johnston, R 116
Judge, G 11
Kamoche, K 32
Kanter, R M 23, 90
Kaplan, R S 141
Kay, J 21, 28
Keenoy, T 15, 16
Keep, E 117, 134
Kolb, D A 135
Kotter, J 97–98
Lafferty, J 59
Lawson, P 143
Legge, K 10, 11, 12–13, 15, 55
Lengnick-Hall, C A 31
Lengnick-Hall, M 31
Leon, L S 138
Litwin, G H 103
Long, P 38, 48, 51
Mabey, C 13, 15
MacDuffie, J P 56, 57
Marchington, M 83, 121
Marsick, V J 137
Mecklenberg, S 107
Miles, R E 119
Miller, A 23
Mintzberg, H 26–27, 35, 48, 49, 163
Moore, J 48
Murlis, H 150
Nahpiet, J 110
Nonaka, I 107
Noon, M 13
Norton, D P 141
Pascale, R 91, 96, 119
Patterson, M G 54, 73
Pearce, J A 23–24
Pedler, M 138, 139
Pettigrew, A 9, 17, 27, 30, 48, 57
Pfeffer, J 54
Porter, M 20–21, 61
Prahalad, C K 21, 22 , 32
Proctor, S 80
Purcell, J 7, 11, 12, 20, 30, 38, 41–42, 49,
50–51, 53, 56, 72, 74, 77, 80–81, 141
Quinn, J B 21, 27, 28, 48
Quinn-Mills D 31, 118, 121
Reeves, T 38, 56
Reynolds, J 135, 136
Richardson, R 20, 53, 56
Robinson, R B 23–24
Rothwell, S 122
Rouseau, D M 101
Sako, M 113
Scarborough, H 7, 106, 107, 108
186 l Author index
Schein, E H 105, 136
Scholes, K 20, 84
Scott, PM 120
Senge, P 139
Sisson, K 10, 12, 16
Sloman, M 136, 139–140
Smith, R S 137
Snow, C C 119
Snyder, W N 110
Storey, J 3–4, 9, 10, 16, 31
Stringer, R A 103
Takeuchi, H 107
Taylor, S 122
Thompson, M 20, 53, 56, 73, 113
Torrington, D P 16
Townley, B 118
Truss, C 72
Trussler, S 106
Tyson, S 28
Ulrich, D 32, 72, 81, 82
Vaughan, J A 135
Walters, M 122
Walton, J 133
Walton, R E 10–11, 34, 75, 110
Wenger, E 110
Whipp, R 27
Whittington, R 28
Wick, C W 138
Wickens, P 22
Wilkinson, A 121
Willmott, H 15
Wood, S 34–35
Woolridge, R 80
Author index l 187
Subject index
189
academics 14
action research 93
AEGON 38–39
affordability 150
benchmarking 139
best fit 55–56
best practice 53–54, 139
big idea 74, 77
Boston Consulting Group 119
B&Q 39
bundling 56–57, 63–64,119–120
business performance 71
business partner role of HR specialists
82–83
business strategy
and HR strategies 48
knowledge management 108
fit 59
and resource strategy 118–119
business values 11–12
career development
and turnover 128
change agent 96
Chartered Institute of Personnel and
Development (CIPD) 14, 112, 151
Children’s Society 41
coherence 57
commitment
and HRM 10, 161
and organization development 106
strategy 75, 110–112
and turnover 128–129
communication 111, 161–162
competency framework 120
competency profile 120
competitive advantage 20–21, 33, 118
configurational approach to strategy
formulation 56–57
conflict 129
continuous improvement 115
control strategy 75
culture integration 58–59
culture change 105–106
culture management 99–100
customer service 115–116
demand forecasting 122
development 135
Diageo 41
discretionary effort 141
distinctive capabilities 21–22
double loop learning 137–138
education 135
Egg 39
employee relations and HRM 161–163
employee relations strategy
aims 8
background to 161
concerns of 160
defined 159–160
directions 160
formulation of 163–164
options 163
employee voice strategies 166–167
fit 59, 60
flexibility 120, 130
front line management
strategic role of 79–80
GlaxoSmithKline 39
great place to work 77
group cohesion 129
guiding coalition 97
hearts and minds 10, 161
high-commitment management
34–35, 57
high-involvement management 35,
143
high-performance culture 103–104
high-performance management
33–34, 75
horizontal integration or fit 33, 56, 61,
142, 145
HR director, strategic role of 81
HR specialists, strategic role of 81–86
human capital
defined 7
and HRM 11
human relations 9
human resource cycle 4
human resource development
elements 135
philosophy 135–136
human resource management (HRM)
aims 6–8
and business values 11–12
characteristics 8–9
commitment-orientated nature of
10–11
defined 3
diversity of 9
hard model 10
and human capital 11
Harvard framework
and employee relations 161–163
matching model 4
models of 4–6
morality of 15
and organizational performance
72–75
and personnel management 16–18
philosophy of 14
reservations about 13
soft version of 9–10
strategic nature of 10
as a theory 13
unitarist philosophy 11–12
human resource planning
approaches to 122–123
defined 120–121
hard human resource planning 121
limitations 122
soft human resource planning 121
human resource (HR) strategies
achieving integration or fit 59–64
best practice approach to
development 53–55
business issues affecting 59
criteria for 42–43
defined 37–38
developing 52
examples of 39–42
formulation 48–50, 52–53
headings 64–65
impact of 75–78
implementation of 69–70
options 51
process considerations 49–49
190 l Subject index
specific 40–41
strategic review 65–69
innovation role of HR specialists 83
interventions 93–94
intellectual capital 33
inter-group conflict 94
job design 77, 127
job engagement 112
knowledge management
and business strategy 109
defined 7
issues 108–110
process 106
purpose 107
sources 107–108
strategies 106, 108, 110
and technology 109
types 107–108
Lands’ End 39
learning 135, 139–140
learning culture 136
learning and development
strategies 133, 138–140
and turnover 127–128
line managers 5, 158
learning organization 106, 138–139
mission 24
mutuality 10, 75, 161
organizational climate 101, 103
organizational culture
analysing 101–102, 104–105
change 105–106
and HRM 10
inventory 59–60
meaning of 100–101
significance of 101
organizational development 91–95
organizational effectiveness 6–7,
89–91
organizational learning
defined 106
strategies 137–138
organizational transformation 95–96
ownership 111–112
partnership agreements 164–166
people as assets 5
performance
strategies for managing 141–142
performance management
and commitment 112
concerns 143–144
defined 142
holistic approach to 144–145
as an integrating force 63, 145
process of 145–147
purpose of 143
strategy 143–144
personnel management and HRM
16–18
Pilkington Optronics 39
practitioners 14
process consulting 94
quality management 114
recruitment strategy 123–126
resource-based approach 32–33, 106,
118
resourcing plans 123–124
resourcing strategy
bundling of 119–120
defined 117
objective 117
rationale 118
strategy 117–118
retention strategy 126
reward management
aims 8
and commitment 112
guiding principles 154–155
initiatives 154
reward strategy
characteristics of 150
content of 151–156
defined 149
development of 155–157
effectiveness of 157
and line manager capability 157
Subject index l 191
reason for 145–146
structure of 150–151
shared values 98
single loop learning 137–138
six sigma 114–115
social learning theory 94
strategic capability 23
strategic fit 22, 33
strategic human resource development
(HRD)
aims 134
defined 133–134
philosophy 134–135
strategic human resource management
(HRM)
aims 30–31
approaches to 31–35
and business performance 71
concerns 71
defined 29–30, 37
hard strategic HRM 32
limitations to the concept 35
meaning of 30
model of 36
process considerations 49–49
resource-based approach 32–33
soft strategic HRM 32
strategic intent 22–23
strategic management 23–24
strategic review 65–69
strategy
concept of 20–24
defined 19–20
formulation of 24–28
resource-based 23, 32–33
supply forecasting 122–123
survey feedback 93
SWOT analysis 25
talent management strategy 77, 120,
130–131
technology and knowledge
management 109
team building 94
top management
strategic role of 79
total quality management 114
training
and commitment 111
defined 135
transactional change 96
transformational change 96, 98
transition management 97
trust 112–114
unitarist philosophy 11–12
United States Department of Labor
33–34, 54
values 106
vertical fit 60–61
vertical integration 33, 58, 142, 145
vision 98
work design 77
working environment 77
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- THE PAYMENT OF BONUS ACT, 1965
- THE MINIMUM WAGES ACT, 1948
- THE PAYMENT OF WAGES ACT, 1936
- INDUSTRIAL EMPLOYMENT (S O) ACT, 1946
- THE INDUSTRIAL DISPUTES ACT, 1947
- THE TRADE UNIONS ACT, 1926
- THE MATERNITY BENEFIT ACT, 1961
- THE CHILD LABOUR (P AND R) ACT, 1986
- THE MOTOR TRANSPORT WORKERS ACT, 1961
- THE WEEKLY HOLIDAYS ACT, 1942
- THE A P Holidays Act, 1974
- JUDGMENTS’10
- BSE MARKET LIVE
- INDIAN TOP NEWS
