Two particular systems of HRM.
The first system, known as „control ” (Arthur 1994) or „technical” (Huselid et al. 1997) consists of considering workers as a source of costs, which are to be minimized (Rosen/Quarrey 1987; Kravetz
1988; Hansen/Wernerfelt 1989; Grinyer et al. 1990).
The second system, known as „commitment” (Arthur, ibid) or „strategic” (Huselid et al., ibid), is based on the perception of people as a „resource” or „value” to develop and to motivate, in order to
achieve the goals of the organization.
These two contrasting approaches have been described recently by a variety of authors (see for example Storey 1992; Mahoney/Watson 1993; Guest 1995; Tsui et al. 1995; Garnjost/Wächter 1996).
But several empirical studies have not confirm the superiority of the strategic system of HRM to obtain satisfacting performances (Mayer/Schoorman 1992; Day 1996). Contradictory conclusions are equally obtained in Europe.
The strategic HRM variables are:
- employee education and training
- employee participation
- promoting personnel and managing careers
- improving working conditions.
The technical HRM variables are:
- compensation (wages)
- personnel planning
- assessing employee attitudes and performance appraisal
- minimizing absenteeism
- developing the flexibility of the personnel.
Jacques Liouville, Mohamed Bayad*
Human Resource Management and Performances.
Proposition and Test of a Causal Model**
Jacques Liouville, Professor of Management, University of Metz.
Mohamed Bayad, Associate Professor of Management, University of Metz.
both: ESM – University of Metz – 3, place Edouard Branly – F-57070 Metz.
** Artikel eingegangen: 7.5.1996 / revidierte Fassung eingegangen und akzeptiert: 30.4.98.
Article accessed from the net.
Strategic human resource management: The evolution of the field
Mark L. Lengnick-Hall a,⁎, Cynthia A. Lengnick-Hall b
, Leticia S. Andrade b
, Brian Drake b
a Department of Management, College of Business, University of Texas at San Antonio, One UTSA Circle, San Antonio, TX 78249, United States
b University of Texas at San Antonio, United States
Human Resource Management Review 19 (2009) 64–85
Wei, L. (2006). Strategic Human Resource Management: Determinants of Fit, Research and Practice in Human Resource Management, 14(2), 49-60.