The role of strategic reference points in explaining the nature and consequences of human resource strategy

Article Abstract:

We examine how managers use strategic reference points (SRPs) or benchmarks to guide their strategic decision making with regard to human resource (HR) issues and how these benchmarks can affect the performance-based consequences of such decisions. After describing the reference points that are relevant to the HR system, we develop propositions regarding the likely configuration of such reference points and their impact on the nature of HR policies and practices. We also explain how the management of SRP fit and consensus can reduce the likelihood that HR policies and practices will have a negative effect on a firm's performance. Organizationwide implications are discussed. (Reprinted by permission of the publisher.)

Management research, Strategic planning (Business), Benchmarks, Benchmarking

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The complex resource-based view: Implications for theory and practice in strategic human resource management

Article Abstract:

The implications for research and practice in strategic human resource management (SHRM) of a complex, living-systems extension of the resource-based view (RBV) is considered. The concepts from the complexity that align well with the RBV are demonstrated.

United States, Science & research, Manpower Planning, Business Personnel Management, Human resource planning

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