Alignment of Human Resource General Strategy with Human Resource Subsystem Strategy

Document Type : Research Paper

Authors

Abstract

Studies show that there are relationship between general strategy of the organization and its human resource strategies. On the other hand, coordinated strategies in human resource fields affect general performance of organizations. This research is intended to investigate the alignment of the organizations’ general strategy of human resource and its subsystem human resource strategies. Bamberger and Mesoulan model of strategic reference point (SRP) was employed to investigate the vertical and horizontal alignment. This is basically a survey research. Research population includes all expert employees at Kaleh Food Company. Questionnaires were employed to collect data from different types of research. The reliability of the questionnaires was tested through SPSS and Cronbach’s alpha. It turned out equal to 91 percent. The results indicated that the company’s most dominant human resource strategies include loyal soldier, recruiting peripherals human resource, selective training and development, reproductive performance evaluation, competitive compensation, and imperative employee communication. The research came about with the conclusion that there is a deep gap between the organization’s general human resource strategy and those of the subsystems. Lack of coordination is also conformed.

Keywords


آرمسترانگ، مایکل (1385). مدیریت استراتژیک منابع انسانی. ترجمة سیدمحمد اعرابی و داوود ایزدی، تهران: دفتر پژوهش‌های فرهنگی.
آرمسترانگ، مایکل (1389). مدیریت استراتژیک منابع انسانی. ترجمة سیدمحمد اعرابی و امید مهدیه، تهران: دفتر پژوهش‌های فرهنگی.
اعرابی، سید محمد (1385). مدیریت. چاپ اول، تهران: دفتر پژوهش‌های فرهنگی.
اعرابی، سید محمد (1371). هماهنگی معیار صحت. فصلنامة مطالعات مدیریت، دورة دوم، ش (7، 8)، پاییز و زمستان.
اعرابی، سید محمد (1370). نظریة حرکت. فصلنامة مدیریت دولتی، شمارة (15).
امین، فرشته؛ حقانی، مهدیه و ایزدی یزدان‌آبادی، محسن (1394). بررسی تأثیر همسویی راهبردهای تجاری و منابع انسانی بر شاخص‌های عملکردی و رضایت کارکنان. فصلنامة پژوهش‌های مدیریت منابع انسانی، سال هفتم، شمارة 2، پاییز، صص 105-127.
صلواتی، محسن (1393). بررسی همسویی استراتژی­‌های سازمان (کسب‌وکار) و استراتژی­های منابع انسانی در صنایع غذایی. به راهنمایی میرعلی سیدنقوی، دانشگاه علامه طباطبایی، دانشکدة مدیریت و حسابداری (مقطع کارشناسی ارشد، رشتةمدیریت منابع انسانی).
فیاضی، بی­بی‌مرجان (1389). الگوی هماهنگی استراتژی‌های منابع انسانی با عملکرد. به راهنمایی سیدمحمد اعرابی، دانشگاه علامه طباطبایی، دانشکدة مدیریت و حسابداری (مقطع دکتری، رشتة مدیریت منابع انسانی).
Anthony, W. P., Perrewe, P. L., &Kacmar, K. M. (1996). Strategic humanresource management (2nd edition).Orlando, FL7 Dryden performance inChinese enterprises. Human Resource Management.Vol. 47.
Bakchi, S. & Matuhur, N. & Bhagat, G. & Kalyankar, D. (2014). Strategic Human Resource Management Approaches and Practices and Organizational Performance. Journal of Research in Management &Technology. 3(5), 86-92.
Brauns, M. (2013). Aligning Strategic Human Resource Management To Human Resources, Performance And Reward. International Business & Economics Research Journal. 12(11), 1405-1410.
Bamberger, P. & Meshoulam, I. (2000). Human Resource Strategy: Formulation, Implementation, and Impact. Sage Publications, Beverly Hills, CA.
Bamberger, P. & Figenbaum, A. (1996). The role of strategicreference point in explaining the nature and consequences of humanresource strategy, Academy of management Review, 21(4), 926-928.
Beer, M. & Spector, B. & Lawrence, P.& Mills, D. & Walton, R. (1985). Human Resource Management: A General Manager’s Perspective. New York: Free Press.
Becker, B. & Gerhart, B. (1996). The Impact of Human Resource Management on Organizational Performance: Progress and Prospects. Academy of Management Journal. 39: 779-801.
Boxall, P. & Purcell, J. (2003). Strategy and Human Resource Management. New York: Palgrave Macmillan.
C. T. Nkhwangwa, L. (2014). Achieving Strategic Fit/Integration Between Business Strategies and Human Resource Management (HRM) Strategies in the Banking Sector: an Assessment of the Commercial Banks in Malavi. International Journal of Social Sciences and Management. 1(4), 143-159.
Cooke, R. & Armstrong, M. (1990). The Search for Strategic HRM.Personnel Management. December : 30-33.
Chakravarthy, B. S. & Doz, Y. (1992). Strategy Process Research: Focusing on Corporate Self Renewal. Strategic Management Journal. 13: 5-14.
Cappelli, P. & Crofter-Hefter, A. (1996). Distinctive Human Resources are Firms Core Competencies. Organization Dynamics. 24 (3): 7-22.
Chandler, A. (1962). Strategy &Structure: Chapters in the History of the Industerial Enterprise; Cambridge, MA: MIT press.
Chorn, Norman, H. (1991). The Alignment Theory: Creating Strategic Fit, Management Decision, London, V.(29), No(1).
Feyter, D. & Guerry, M. (2014). Effects of Strategic Human Recourse Alignment Mechanism on Firm Productivity in Belgian Medium-Sized and Large Enterprise. HUB Research Paper Economics & management.1-6.
Fiengenbaum, A., Hart, S. & Schendel D. (1996). Strategic Reference Point Theory. Strategic Management Journal. 17 (3): 225-239.
Fombrun, C. J. & Tichy, N. M. & Devanna, M. A. (1984). Strategic Human Resource Management. John Wiley & Sons, New York, NY.
Gennard, J. & Kelly, J. (1994). Human Resource Management: The Views of Personnel Directors. Human Resource Management Journal. 5 (1): 15-32.
Gunnigle P. & Moore S. (1994). Linking Business Strategy and Human Resource Management: Issues and Implications. Personnel Review. 23 (1): 63-84.
Galbraith, J. & Kazanjain, R., StrategyImplementation, West Publishing, St. Paul, MN, 1986.
Hackman, Richard (1990). "Group that Work(and those that don’t)", Josseybass publishers, Sanfrancisco.
Han Loo, L. & See Beh, L. (2013). The Effectiveness of Strategic Human Resource Management Practices on Firm Performance in the Malaysian Insurance Industry. International Journal of Academic Research in Business and Social Sciences. 3(5), 703-714.
Hofer, C. W. (1977). Conceptual Constructs for Formulating Corporate and Business Strategies. Boston: Intercollegiate Case Clearing House.
Huang, T. C. (2001). The effects of linkage between business and humanresource management strategies. Personnel Review, Vol 30: 132-151.
Islam Murad, M. M. & Asaduzzaman, M. D. (2014). Human Resource Scorecard: A Road Map to Balanced Scorecard. World Journal of Social Sciences. 4(1). 70 – 79.
Kaplan, R. S. & Norton, D. P. (2004). Strategy Maps: ConvertingIntangible Assets into Tangible Outcomes, Boston: Harvard Business School Press.
Janatifar, H. Bakhtiari, M. Daneshpajooh, A. A. Tahranian Qomi, S.M. (2014). Introduction to Strategic Fit Between the Organizational and Human Resources. Indian Journal of Fundamental and Applied Life Sciences. 4(1).1458-1466.
Lado, A. A. & Wilson, M. (1994). Human Resource Systems and Sustained Competitive Advantage: A Competence Based Perspective. Academy of Management Review. 19 (4): 699-727.
Luftman, J. (2000); Assessing Business-IT Alignment Maturity, Communication of the Association for Information System, 4(14).
Mwangi, W. & Kiambati, K. (2015). Integrating Human Resource Management with Organizational Strategies. Global Journal of Management and Business Research: Administration and Management. 15(7)(1). 26-32.
Marchington M. & Wilkinson A. (2000). Core Personnel and Development. London: Institute of Personnel and Development.
Mintzberg, H. (1988). Quinn, J. B. and James R. M. ,The Strategy Process, Concepts, Contexts and Caser, Prentice-Hall.
Miles. R. & Snow. C. (1978). Organizational Strategy Structure and Process. New York: McGraw-Hill.
Osman, I., Ho, T. C. F., & Galang, M. C. (2011). The relationship between human resource practices and firm performance: An empirical assessment of firms in malaysia. Business Strategy Series, 12(1), 41-48.
Kusumastuti, D. (2011). Aligning Human Resource and Business Strategy. International Seminar on Business and Management Improving Business Competitiveness Through Integrated System Bandung, April 27 – 28, 48-55.
Pham, L. (2011). Impact of applying human resource management practices on equitized state-owned enterprises’ financial performance in Vietnam. Journal of International Business Research, 10(2), 79-90.
Porter, M. E. (1996). What is Strategy? Harvard Business Review.
Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. New York, NY.
Porter, M. (1987). From Competitive Advantage to Corporate Strategy. Harvard Business Review. May-June: 35-51.
Prahalad, C. K & Hamel, C. (1990). The Core Competence of Corporation. Harvard Business Review, May-June.
Schuler, R. S. (1989). Strategic Human Resource Management and Industrial Relations.Human Relations. 42 (2): 157-184.
Schuler, R. & Jackson, S. (1987). Organizational Strategy and Organizational Level as Determinants of HRM Practices. Human Resource Planning. 10 (1): 32-48.
Schuler, R. S. & Jackson, S. E. (1987). Linking Competitive Strategies with the Human Resources Practices. Academy of Management Executives. 1 :207-219
Storey, J. & Sisson, K. (1993). Managing Human Resource and Industrial Relations. Open University Press, Buckingham.
Venkatraman, N. & Camillus John C. (1984). Exploring the Concept of "Fit" in strategic Management, Academy of management review, Vol. 9, No. 3,pp.513-525.
Venkatraman, N.& Camillus John C. (1984). Exploring the Concept of "Fit" in strategic Management, Academy of management review, Vol. 9, No. 3,pp.513-525.
Wutthirong, P. & Noknoi, C. (2009). Aligning Human Resource and Innovation Strategies for the Sustainable Competitive Advantage of the Siam Cement Group (SCG). NIDA Development Journal.49(4).23-56.
Ward, P. & McCreery, J. & Anand, G.(2007). Business strategies and manufacturing decisions,Anempirical examination of linkages. International Journal of Operation & Production Management, 27(9), 951-973.
Wheelen, T. L. & Hunger, J. D. (1992). Strategic Management andBusiness Policy, Wokingham, Addison-Wesley, 4th ed.