dth=573>
留学论文代写 |
https://www.51lunwen.org |
whilein the integrative linkage model employeesrepresent animportantinvestment. Of thesetwo extreme types, the former might bethought of as characterizing traditional conceptionsof HRM; the latter, strategic HRM.Building on this work, Buller (1988) studied
eight organizations that had recently been recognizedfor excellence in management. Hefound that those with lower levels of integration
tended to be less concerned with obtainingthe kinds and numbers of people theymight need. Organizations scoring high on integration
tended to be focused on one keybusiness, thereby allowing human resource
systems to be carefully tailored for the demandsof that business.
While this case study research providessome initial description of the nature of HRMintegration with strategic decision making, it
offers little insight into the critical issue ofwhat influences the degree to which organizationsintegrate the two. Further, the limited
samples examined do not offer a basis for generalizableconclusions. One purpose of this articleis, therefore, to investigate the association
of several conceptually antecedentstrategic, organizational, and environmentalfactors with the extent that human resource
management is integrated with strategic decision-making processes across a large sample oforganizations.
In addition, the consequences of HRM integrationwith strategic decision making areimportant to consider. Generally, researchersspeculate that organizations linking HRM tostrategic decision making will outperform
those that do not (e.g., Cook & Ferris, 1986;Huselid, 1995; Wright & McMahan, 1992).The assumption seems to be that when integrationis achieved, there will be an alignmentbetween human resource needs (as dictatedby strategy) and employee behaviors (as elicited
by HRM practices). Such alignment isthought to enhance an organization’s competitiveability. To this point, however, there is a
lack of empirical evidence showing any benefitto organizations that integrate human resourcemanagement with strategic decision
making. Thus, the second purpose of this articleis to examine the relationship betweenhuman resource management integration with
strategic decision making and performancerelatedindicators.Conceptual Framework and HypothesesStrategic choice theory provides the basis
for this investigation. Strategic choice isgrounded in the assumption that managerial
decisions about organizational responses to
environmental conditions are critical determinants
of organizational outcomes (Child,
1972). The link between the strategic decisions
made by managers and organizational
performance, therefore, is the central relationship
of interest in strategic choice research
(Meyer, 1991; Summer, Bettis,Duhaime, Grant, Hambrick, Snow, & Zeithaml,1990). The degree to which the humanresource management function should be integratedwith strategy making is the strategic
decision of interest in our study. Specifically,we suggest that strategy, environment, andother aspects of leadership/organization provid
本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。