Current Developments in Theory and Research on

Transcript:Current Developments in Theory and Research on:
Current Developments in Theory and Research on Human Resource Management David Guest Professor of Organizational Psychology and Human Resource Management King’s College, London Aims of presentation Review progress Point to areas needing development Set some research agendas Start with definition of HRM What is Human Resource Management? “All those activities associated with the management of work and people in organizations” (Boxall and Purcell, 2011) HRM is concerned with a set of practices and their application and can be viewed as a ‘system’ for management of people at work All organizations need HRM; but HRM is only likely to be taken seriously if it can demonstrate impact. This is why the link between HRM and outcomes is so important. The Good News: Impressive Progress After 25 years of ‘contemporary’ research and writing, we are much more knowledgeable about HRM: Strong evidence of a link between HRM and performance Advances in understanding role of “external fit” Advances in understanding “internal fit” Recognition that HRM operates as some kind of system Evidence that HRM can have a positive link with employee well-being Advances in understanding linkages between HRM and performance and determinants of effective implementation Adoption of multi-level models of analysis and sophisticated research methodology BUT – still a lot of unanswered questions Recognise the Challenges of a Maturing Field: Stages in the Development of HRM Research The promise of HRM and mapping the field: concern for strategy and commitment Early empiricism: demonstration of link between HRM and performance – Huselid, MacDuffie, Arthur etc. Backlash: conceptual critique (Legge, Keenoy); empirical critique (Dyer & Reeves, Becker & Gerhart) Conceptual refinement: AMO model: resource-based view; Institutional perspective Focus on worker: employee accounts of HRM and employee attitudes and behaviour as central to impact Growing sophistication: complex models and multi-level analysis Research Challenges Defining the nature of HRM and measuring it Defining performance and other outcomes and measuring them Theorising and operationalising the process whereby HRM and outcomes (performance) might be linked Establishing the evidence The First Research Challenge Defining Human Resource Management and Measuring It Link between external and internal fit Deciding on the particular model of HRM Determining sources of information Linking Strategy and HRM (Schuler and Jackson, 1987) Company mission and values Competitive strategy Required employees and employee behaviours HR practices aligned to requirements Employee behaviour aligned with strategic goals Clarifying HRM Systems Much contemporary research and writing is trying to describe human