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STRATEGI

BEST PRACTICES
BEST FIT
RBV RESOURCE-BASED VIEW

BEST PRACTICES HRM

Management Buzzword?

TQM
Reengineering
High Involvement Management
High Commitment Management
Team/ Self-Directed Team
Empowerment
Compentency-based HRM

Studies of Best Practice


HRM

Arthur (1994)

Huselid (1995)

Pfeffer (1994, 1998)

MacDuffie (1995)

Cully et al (1998)

Guest and Conway (1998)

Best Practice HRM a la


Pfeffer

Employment security
Selective hiring
Self-managed teams/team working
High-level contingent compensation
Extensive training
Reduction of status difference
Information sharing

The Use of Best Practice HRM


(Hillier) (0% of organizations
reporting yes)

Policy on employment security

61

Use of sophisticated selection for non-managerial staff

Active policy of promoting from within

Encourage team working at all levels in organization 94

Proportion of employees with performance-related reward

67

Proportions of employees holding shares in organization

29

Policy of harmonization across grades

Use of formal mechanisms for measuring impact of training 57

Use of employee attitude surveys

69

58

88

72

Use of Best Practice HRM

High

Final service Utilities

Medium

Chemical Retailing

Low

Transport Hotels and


Catering

The use of Best Practice HRM


(CIPD) (0% of organizations
reporting yes)

Equal opportunities practices at work place

86

Opportunities provided for updating skills

80

Employees kept well-informed about business 77

Positions normally filled from within organization

Attempts to involve employees

Serious attempt to make work interesting

Stated policy on avoiding compulsory redundancies

Pay related to performance

57

53

30

51
36

Bundles of HR Practices

Combined effects and synergy

Horizontal integration

Additive

Multiplicative

Nice Words and Harsh


Realities

Alternatives to redundancies

Teamwork as an iron cage

Organizational Cloning

Training as a Sheep Dip

Involvement as Indoctrination

Integrated Bundles and


Contradictory Practices

Lack of coherence

Employment security and


Concession Bargaining

Eliminating Supervisors

Internal and External Relatives

Universalism and
Contingency Models

HR as Driver or Follower

Barriers to Implementing HRM

Long-term Perspectives

The Importance of Labor Cost

Knowledge Workers and Robots

A new Status Divide?

Unitarism and Employee


Voice

The Trade Union Contribution

We, Us and Them

The World from Mount Olympus

Academics and Gurus

The fragility of the Business Case?