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Strategic Human Resource Management
Summary articles, comparison articles, knowledge clips
Pre-master Human Resource Studies
Tilburg University
2019-2020
,Inhoudsopgave
THEME 1: BLACK-BOX DEBATE .................................................................................................................... 4
KNOWLEDGE CLIP 1 (TRANSCRIPT) ................................................................................................................................ 4
PECCEI & VOORDE (2014). HRM AND PERFORMANCE (LECTURE)...................................................................................... 6
JIANG, ET AL. (2012). HOW DOES HRM INFLUENCE ORGANIZATIONAL OUTCOMES? A META-ANALYTIC INVESTIGATION OF
MEDIATING MECHANISMS (LECTURE) ............................................................................................................................. 9
LIAO, ET AL. (2009). DO THEY SEE EYE TO EYE? MANAGEMENT AND EMPLOYEE PERSPECTIVES OF HIGH-PERFORMANCE WORK
SYSTEMS AND INFLUENCE PROCESSES ON SERVICE QUALITY (WC) ...................................................................................... 15
DEN HARTOG, ET AL. (2013). HRM, COMMUNICATION, SATISFACTION, AND PERCEIVED PERFORMANCE: A CROSS-LEVEL TEST
(WC) .................................................................................................................................................................... 21
Similarities between Liao et al. (2009) and Den Hartog et al. (2013) ............................................................ 27
Differences between Liao et al. (2009) and Den Hartog et al. (2013) ............................................................ 27
THEME 2: CONTINGENCY PERSPECTIVE ...................................................................................................... 28
KNOWLEDGE CLIP 2 (TRANSCRIPT) .............................................................................................................................. 28
HUMAN RESOURCE MANAGEMENT AND PERFORMANCE (WOOD, 1999) (367-378; 408-409); LECTURE ............................ 30
A BRIDGE OVER TROUBLED WATER: REPLICATION, INTEGRATION AND EXTENSION OF THE RELATIONSHIP BETWEEN HRM PRACTICES
AND ORGANIZATIONAL PERFORMANCE USING MODERATING META -ANALYSIS (TZABBAR, TZAFRIR, BARUCH,2017); LECTURE ...... 34
HUMAN RESOURCE MANAGEMENT AND LABOR PRODUCTIVITY: DOES INDUSTRY MATTER? (DATTA, GUTHRIE, & WRIGHT); WC . 37
HUMAN RESOURCE CONFIGURATIONS: INVESTIGATING FIT WITH THE ORGANIZATIONAL CONTEXT (TOH, MORGESON, & CAMPION,
2008); WC ........................................................................................................................................................... 41
Similarities between Toh et al. (2008) and Datta et al. (2005) ...................................................................... 49
Differences between Toh et al. (2008) and Datta et al. (2005) ...................................................................... 49
THEME 3: DARK-SIDE PERSPECTIVE ........................................................................................................... 50
KNOWLEDGE CLIP 3 (TRANSCRIPT) .............................................................................................................................. 50
EMPLOYEE WELL-BEING AND THE HRM-ORGANIZATIONAL PERFORMANCE RELATIONSHIP: A REVIEW OF QUANTITATIVE STUDIES;
VAN DE VOORDE, PAAUWE, & VAN VELDHOVEN, 2012) ................................................................................................ 52
EMPLOYEES AND HIGH-PERFORMANCE WORK SYSTEMS: TESTING INSIDE THE BLACK BOX (RAMSAY, SCHOLARIOS AND HARLEY,
2000) ................................................................................................................................................................... 56
THE ROLE OF EMPLOYEE HR ATTRIBUTIONS IN THE RELATIONSHIP BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND EMPLOYEE
OUTCOMES (VOORDE & BEIJER, 2015) ....................................................................................................................... 60
HIGH-PERFORMANCE WORK SYSTEMS AND JOB CONTROL: CONSEQUENCES FOR ANXIETY, ROLE OVERLOAD, AND TURNOVER
INTENTIONS (JENSEN, PATEL, & MESSERSMITH, 2011) .................................................................................................. 65
SIMILARITIES BETWEEN VAN DE VOORDE & BEIJER (2015) AND JENSEN ET AL. (2013) ........................................................ 69
DIFFERENCES BETWEEN VAN DE VOORDE & BEIJER (2015) AND JENSEN ET AL. (2013) ........................................................ 69
THEME 4: DIFFERENTIATED WORKFORCE ................................................................................................... 70
KNOWLEDGE CLIP 4 (TRANSCRIPT) .............................................................................................................................. 70
THE HUMAN RESOURCE ARCHITECTURE: TOWARD A THEORY OF HUMAN CAPITAL ALLOCATION AND DEVELOPMENT (LEPAK & SNELL,
1999); LECTURE...................................................................................................................................................... 72
BRIDGING MICRO AND MACRO DOMAINS: WORKFORCE DIFFERENTIATION AND STRATEGIC HUMAN RESOURCE MANAGEMENT
(HUSELID & BECKER, 2011); LECTURE ........................................................................................................................ 79
AN EXAMINATION OF THE USE OF HIGH-INVESTMENT HUMAN RESOURCE SYSTEMS FOR CORE AND SUPPORT EMPLOYEES (LEPAK,
TAYLOR, TEKLEAB, MARRONE & COHEN); WG ............................................................................................................. 82
STRATEGIC HR SYSTEM DIFFERENTIATION BETWEEN JOBS: THE EFFECTS ON FIRM PERFORMANCE AND EMPLOYEE OUTCOMES (
SCHMIDT, POHLER & WILNESS, 2017); WG ................................................................................................................ 90
SIMILARITIES LEPAK ET AL (2017) AND SCHMIDT ET AL. (2017) ....................................................................................... 97
DIFFERENCES LEPAK ET AL (2017) AND SCHMIDT ET AL. (2017) ...................................................................................... 97
THEMA 5: HR DEVOLUTION....................................................................................................................... 98
KNOWLEDGE CLIP 5 (TRANSCRIPT) .............................................................................................................................. 98
THE CHANGING ROLES OF PERSONNEL MANAGERS: OLD AMBIGUITIES, NEW UNCERTAINTIES (CALDWELL, 2003); LECTURE ........ 100
STRATEGIC HUMAN RESOURCE PRACTICE IMPLEMENTATION : THE CRITICAL ROLE OF LINE MANAGEMENT (SIKORA & FERRIS 2014);
LECTURE ............................................................................................................................................................... 104
2
,WHEN LESS IS MORE: THE EFFECT OF DEVOLUTION ON HR’S STRATEGIC ROLE AND CONSTRUED IMAGE (KULIK AND PERRY, 2008);
WORKGROUP ........................................................................................................................................................ 109
EMPLOYEE PERCEPTIONS OF LINE MANAGEMENT PERFORMANCE : APPLYING THE AMO THEORY TO EXPLAIN THE EFFECTIVENESS OF
LINE MANAGERS’ HRM IMPLEMENTATION (BOS-NEHLES, VAN RIEMSDIJK & LOOISE 2013); WORKGROUP ............................ 113
SIMILARITIES KULIK & PERRY (2008) AND BOS-NEHLES ET AL. (2013) ........................................................................... 117
DIFFERENCES KULIK & PERRY (2008) AND BOS-NEHLES ET AL. (2013) ........................................................................... 117
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, Theme 1: Black-Box debate
Knowledge clip 1 (transcript)
The central idea for strategic human resource management is the idea that the adoption
by organization of a more sophisticated set of HR practices covering key aspects of the
management of people in the workplace, has a positive impact on the organizational
performance. The policies and practices involved cover a wide range of HR-functions in the
area such as recruitment & selection, training & development, performance management,
pay & benefits, participation and communication. According to strategic human resource
management theory, the more these HR practices are implemented in an organization, the
better the organizations performance. However, our understanding of these processes by
which HR-practices affect organizational performance has been quite limited. Indeed, it is
unclear both how many steps there are between HR and performance and what the content
of each step is. This has been referred to as the black box debate in strategic human
resource management. In response there have been a number of efforts to model the
impact of HRM on organizational performance. Central to these models is the idea that
employees plays a key role in explaining the impact of HR-practices on organizational
performance. There are three theories that dominate the field of SHRM.
1. Resource based view of the firm (Barney) → the main assumption of this theory is
that organizations can build a competitive advantage based on resources that are:
a. Valuable (capable of delivering superior competitive results)
b. Rare (not easily obtained by competitors)
c. Imperfectly imitable (hard to replace/copy)
All organizations have different types of resources including:
a. Organizational resources (structure, planning)
b. Physical resources (plans, equipment) and
c. Human resources
Building upon this research based view (RBV) paradigm book salt proposes that a human
resource advantage consist of the following:
• A human capital advantage → a situation where there is a stock of exceptional
human talented workers within the organization, whose knowledge abilities and
skills match the strategic needs of the firm.
• Human processes advantage → the presence of difficult to imitate historical
evolved processes within the organization, such as an intensive form of cooperation
between people.
As such, the resource based view logic provides a rational for how HR-practices positively
effect organizational performance by building a better human resource capital pool and by
stimulating better processes within the organization.
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