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1、Defining Strategic HRM: An Defining Strategic HRM: An Overview of the FieldOverview of the FieldPatrick M. Wright Professor of HR Studies Cornell University天马行空官方博客：http:/ ；QQ:1318241189；QQ群：175569632My Biases Ideologically, I want HR to matter People are valuable (Judeo-Christian ethic) Professiona
2、lly, my role is gatekeeper/scientist to explore rigorously if it does Positivist, Empiricist Perspective Result is a very critical approach to studying Strategic HRMMy Biases Emphasis will be on my work Not because its truth Not because its the best Not because its perfect Not because others work do
3、esnt matterbut Because its what I know and what Im passionate aboutWhat is HRM?What is HRM? Is it Practices? Is it Policies? Is it Processes? Is it Philosophy?What is HRM?What is HRM? HRM is all of the activities aimed at building the human potential and performance within an organization Includes:
4、HR Philosophy (Values, Culture, etc.) HR Policies (What should be done) HR Practices (What actually gets done by managers implementing policies) CommunicationsWhat is Strategic HRM?What is Strategic HRM? The pattern of planned human resource actions and deployments intended to enable the firm to ach
5、ieve its goalsWright 1994) Huselid (1995) MacDuffie (1995) Delery and Doty (1996)HR Practices and Performance: HR Practices and Performance: Some Additional StudiesSome Additional Studies Welbourne (1996) + Youndt et al. (1996) + Delaney Wright et al, 1995) Mediation (Snell, 1991; Schuler MacDuffie,
6、 1995) Profile Deviation (Delery Huselid Arthur, 1992; Huselid Lengnick-Hall Wright et al, 1995)Strategy - EE Behavior (Schuler Cappelli Huselid, 1995)Empirical ProblemsEmpirical Problems2. Methodological IssuesTesting the Full ModelUnreliability, Contamination, Working and Students (2X2) Subjects p
7、resented with descriptions of high and low performing companies, then asked to indicate HR practices and HR effectiveness Compared factor structure to Huselid (1995) Expected performance effect, and that it would be most pronounced for HR/StudentsSkills and org. structuresInfo. Sharinge1Attitude Sur
8、veyse2Pay for Performancee3Traininge4Grievance Proceduree5Employment Teste6Employee motivationMerit Promotionse9Performance Appraisale8Merit Paye7FIGURE 2Performance x Experience Interaction for HR Practice Usage and Evaluation of HR FunctionImplicationsImplications Similar factor structure indicate
9、s implicit theories Performance effect indicates that knowledge of performance CAN impact ratings of HR Surprising that greatest effects for working managersTheoretical Issues - ConclusionTheoretical Issues - Conclusion Still Greater need for application and testing of relevant organizational theori
10、es in SHRM Need for more specific theory development regarding the process through which HR impacts performance Need for better empirical research that specifically tests theoryConducting Empirical Strategic Conducting Empirical Strategic HRM Research: Overcoming HRM Research: Overcoming the Past; M
11、oving Toward the Past; Moving Toward the Futurethe FuturePatrick M. Wright Professor of HR Studies Cornell UniversityEmpirical Issues in SHRMEmpirical Issues in SHRM Lack of Good Theory testing Measurement Issues Unreliability of HR Measures Levels of Analysis Mostly Corporate because there is publi
12、c performance information Design Issues Concurrent, not causal designsHuman Resource Management and Firm Performance: Measurement Issues and their Effect on Causal and Policy InferencesBarry Gerhart Patrick M. Wright Gary C. McMahan Scott A. SnellHR and Firm PerformanceHR and Firm Performance Numero
13、us Studies Demonstrate Relationship between HR Practices and Firm Performance 1 SD increase in HR practices results in 20% increase in profits Promising, butWhat about Construct Validity?HR Practices and Reliability Random vs. Systematic Error Random - Attenuates relationship .80 rxx - rxy*1.25 .50
14、rxx - rxy*2 Systematic - May inflate relationshipMeasures and Mental ModelsMeasures and Mental Models Are measures of HR practices reliable? If not reliable, then why do we find an HR- firm performance effect? How can we best measure HR practices to be reliable and valid?GeneralizabilityGeneralizabi
15、lity Analysis Analysis Generalizability analysis seeks to partition error variance into different sources (rater, items, time, etc.) It provides implications for the best way to increase reliability (e.g., to add raters or items) AnalysesAnalyses ICC (1,1) - Estimate of the reliability of a single respondent measure ICC (1,k) - Estimate of the reliability of an aggregated (across respondents) measure Both estimates are essentially interpreted as a percentage of the variance in the measure that is true score varianceAre HR Measures Reliable?Are HR Measures Reliable? 14 firms Average size appr
