September 8

th
, 2014
What is Strategic HRM?
DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historical
perspective. Human Resource Management Review, 24(3), 219-231.
Strategic Management
The process of identifying and executing the
organizations mission by matching its capabilities
with the demands of its environment.
Strategy
A chosen course of action.
Strategic Plan
How an organization intends to balance its internal
strengths and weaknesses with its external
opportunities and threats to maintain a competitive
advantage over the long-term.

Strategic Human Resource Management
The linking of HRM with strategic goals and objectives in
order to improve business performance and develop
organizational cultures that foster innovation and
flexibility.
Involves formulating and executing HR systemsHR
policies and activitiesthat produce the employee
competencies and behaviors that the company needs to
achieve its strategic aims.

Encourage proactive behaviours in both
managing staff and staffing
Use as decision making tool
Fit with organizational strategy in order to
increase profit or other goal attainment
Concerned with resource maximization: how
to get the most from the people you have
(competitive advantage)
1910 Scientific Management (how to make
workers more productive)
1930 Hawthorne Studies & Human Relations Era
(how employees feel affects how the perform)
1945 Growth of Labour Unions (personnel
practices)
1960 Growth of Human Rights Movements (all
workers to receive same basic protection)
1980 Competitive Advantage (people as
resources)
Late 1990s to current Strategic HRM (some would
argue this idea is still in development
HR research initially began in order to solve
business problems
Most research took place within organizations
Action research was a popular method,
ensuring a research/business connection
Late 1960s business schools came under fire
for not have academic rigor in their
programs, too much time was spent
consulting
Resulted in the move toward theory and away
from practice/case studies
1970s: Business schools sought academic credibility
and theoretical research
Business journals also changed at that time, with a
focus away from practitioners
1980s: With economic boom came more and more
consultants (without academic qualifications)
HR Managers became more comfortable with the
non-academic model (regardless of whether it
worked or not)
Business publications are not Manager friendly
Evidence based practice research is not readily
available
Organizations look to other organizations to see what
works
Strategic HRM pushes for the research-practice
connection
HR strategies have become very complex, and
also similar. Without something new and
effective, there is no advantage
Financial pressures since 2007 have
organizations re-examining practices
Some areas have come together faster than
others (compensation, performance
management)
Some areas arent working well in either field
(discrimination, diversity)
Partnerships with private businesses has been
an interest of most business schools for the
past 15 years
Business journals assessed on Impact of
Research which may in the future require
collaboration with practitioners
Organizations are pressuring managers for
HR that works and can be shown to produce
results (back to Strategic HRM!)