Sustained Competitive Advantage: Strategic HRM Initiatives and Consequences in Indian Context
In the past few decades, researchers have witnessed a
paradigm shift in Human Resource Management-from individual
performance to organizational outcomes with the role of Human
resource (HR) managers becoming increasingly significant to the
organization. In such a context, it is important to examine HR
practices from a strategic perspective on the sustained competitive
advantage (SCA) of the organizations. The present study explores
how Indian organisations look at their human resources strategically
when faced with competitive environment. Also, it explores strategic
initiatives being taken to manage human resources within the
organisations and how these initiatives promote SCA in terms of
enhancing the overall customer-centric delivery of goods and
services.
<p>[1] J. Delery and D. Doty, “Modes of theorizing in strategic human resource
management: tests of universalistic, contingency and configurational
performance predictions,” Academy of Management Journal, vol. 39, no.
4, pp. 802–835, 1996.
[2] G. R. Terry and S. G. Franklin, “Principles of Management”, (8th edn.),
Delhi: A.I.T.B.S. Publishers and distributors, 1996.
[3] Rensis Likert, “The Human Organization: Its Management and Value”,
New York: McGraw Hill Book Company, 1967.
[4] J. R. Schemerhorn, “Management Updated 2001”, New York: John
Wiley and Sons. Inc., 2001.
[5] D. Guest, “Human Resource Management and Performance: A Review
and Research Agenda”, International Journal of Human Resource
Management, Vol. 8, No.3, pp. 263–76, 1997.
[6] J. P. Mac Duffie, “Human resource bundles and manufacturing
performance: organizational logic and flexible production systems in the
World Auto Industry”, Industrial and Labor Relations Review, vol. 48,
no, 2, pp.197–221, 1995.
[7] E. H. Burack et al., “New paradigm approaches in strategic human
resource management”, Group and organisation management, vol. 19,
pp. 141 – 159, 1994.
[8] C. R. Greer, “Strategic Human Resource Management: A General
Managerial Approach”, (2nd edn.), Englewood Cliffs, NJ: Prentice Hall,
2001.
[9] Fitz-enz, Jac, “The ROI of Human Capital: Measuring the Economic
Value of Employee Performance”, USA: American Management
Association, 2000.
[10] D. E. Bowen and C. Ostroff, “Understanding HRM-Firm Performance
Linkages: The Role of the "Strength" of the HRM System”, Academy of
Management Review, vol. 29, no. 2, pp. 203-221, 2004.
[11] C. W. Hofer and D. E. Schendel (1978). “Strategy formulation:
Analytical concepts”, St Paul: West Publishing, 1978.
[12] R. Schuler and S. Jackson, “Linking competitive strategies with human
resource management practices”, Academy of Management Executive,
vol.1, no. 3, pp. 209-213, 1987.
[13] S. A. Snell and J. W. Dean, “Integrated manufacturing and human
resource management: a human capital perspective”, Academy of
Management Journal, vol. 35, no. 3, 467–504, 1992.
[14] N. J. Adler and F. Ghadar, “Strategic Human Resource Management: A
Global Perspective”, in Pieper, R. (ed.) Human Resource Management
in International Comparison. Berlin: de Gruyter, 1990.
[15] P. M. Wright and G.C. McMahan, “Theoretical perspectives on strategic
human resource management”, Journal of Management, vol. 18, no. 2,
pp. 295-320, 1992.
[16] C. A. Lengnick-Hall and M.L. Lengnick-Hall, “Strategic Human
Resources Management: A Review of the Literature and a Proposed
Typology”, Academy of Management Review, 13: pp. 454-70, 1988.
[17] D. Ulrich, “Human Resource Champions”, Boston, MA: Harvard
Business School Press, 1997.
[18] C. F. Fey, I. Bjorkman and A. Pavlovskaya, “The Effect of Human
Resource Management Practices on Firm Performance in Russia”,
International Journal of Human Resource Management, vol.11, no. 1,
pp.1–18, 2000.
[19] E. H. Burack et al., “New paradigm approaches in strategic human
resource management”, Group and organisation management, vol. 19,
pp. 141 – 159, 1994.
[20] C. Truss and L. Gratton, “Strategic Human Resource Management: A
Conceptual Approach”, Journal of Human Resource Management, vol.5,
no. 3, pp. 663–86, 1994.
[21] P. Boxall and M. Steeneveld, “Human resource strategy and competitive
advantage: a longitudinal study of engineering consultancies”, Journal
of Management Studies, vol. 36, no. 4, pp. 443–444, 1999.
[22] L. Senn and J. Childress, “The secret of a winning culture, building high
performance teams”, Los Angeles and New York: The Leadership Press,
1999, pp. 60-66.
[23] S. E. Jackson and R.S. Schuler, “Understanding Human Resource
Management in the Context of Organizations and their Environments”,
Annual Review of Psychology, vol. 46, pp. 237–64, 1995.
[24] R. L. Nancy, SPHR, and M. A. GPHR, “Leveraging Employee
Engagement for Competitive Advantage: HR’s Strategic Role SHRM.
Research Quarterly, Alexandria: VA, 2007.
[25] B. Shuck and K.K. Wollard, “Employee engagement and HRD: a
seminal review of the foundations”, Human Resource Development
Review, vol. 9, no.1, pp. 89-110, 2010.
[26] R. Wagner, and J. K. Harter, “12: The great elements of managing,
Washington, DC: The Gallup Organization, 2006.
[27] B. Shuck and K. K. Wollard, “Employee engagement and HRD: a
seminal review of the foundations”, Human Resource Development
Review, vol. 9, no.1, pp. 89-110, 2010.
[28] A. Richman, “Everyone wants an engaged workforce how can you
create it?” Workspan, vol. 49, pp.36-39, 2006.
[29] J. K. Harter, F. L. Schmidt, and T. L. Hayes, “Business-unit-level
relationship between employee satisfaction, employee engagement, and
business outcomes: A meta-analysis”, Journal of Applied Psychology,
vol.87, pp. 268–279, 2002.
[30] M. Czarnowsky, “Learning's Role in Employee Engagement: An ASTD
Research Study, American Society for Training and Development”,
Alexandria, VA, 2008.
[31] S. Bates, “Getting engaged”, HR Magazine, vol. 49, pp. 44-51, 2004.
[32] W. H. Macey and B. Schneider, “The meaning of employee
engagement”, Industrial and Organizational Psychology, vol.1, pp. 3-
30, 2008.
[33] R. S. Schuler and I. MacMillan, “Gaining competitive entrepreneurial
advantage through human resource practices”, Human Resource
Management, vol. 23, pp. 241- 256, 1984.
[34] P. Drucker, “They’re Not Employees, They’re People”, Harvard
Business Review, vol. 80, pp.70–77, 2002.
[35] R. S. Schuler and I. MacMillan, “Gaining competitive entrepreneurial
advantage through human resource practices. Human Resource
Management, vol. 23, pp. 241- 256, 1984.
[36] R. S. Schuler and S. E. Jackson, “Linking Competitive Strategies with
Human Resource Management Practices”, The Academy of Management
Executive, vol. 3, pp. 207-219, 1987.
[37] D. Ulrich and D. Lake, “Organizational Capability: Creating
Competitive Advantage”, Academy of Management Executive, vol. 5, no
1, pp. 77-92, 1991.
[38] M. Porter, “Competitive Advantage: Creating and Sustaining Superior
Performance”, London: Free Press, 1985.
[39] Lado, A. Augustine Wilson, and C. Mary, “Human Resource Systems
and Sustained Competitive Advantage: A Competency-Based
Perspective”, Academy of Management Review, vol. 19. no. 4, pp. 699-
727, 1994.
[40] R. Rumelt, “How much does industry matter?”, Strategic Management
Journal, vol. 12, pp. 167- 185, 1991.
[41] J. Barney, “Firm resources and sustained competitive advantage”,
Journal of Management, vol. 17, pp. 99-120, 1991.
[42] J. C. Nunnally and I. H. Bernstein, “Psychometric theory”, (3rd ed.),
New York: McGraw-Hill, 1994.
[43] Jones, S. Bradford and Barbara Norrander. “The Reliability of
Aggregated Public Opinion Measures”, American Journal of Political
Science, vol. 40, pp. 295-309, 1996.
[44] A. L. Comrey, and H. B. Lee, “A first course in factor analysis”,
Hillsdale, NJ: Erlbaum, 1992.
[45] R. B. Cattell, “The scientific use of factor analysis”, New York: Plenum,
1978.
[46] R. Cesyniene, “Globalization and Human Resource Management”,
Economic, vol. 82, pp. 41-56, 2008.
[47] R. J. Vance, “Employee engagement and commitment: A guide to
understanding, measuring, and increasing engagement in your
organization”, Alexandria, VA: The SHRM Foundation, 2006.
[48] B. J. Inyang, “Strategic human resource management (SHRM): A
paradigm shift for achieving sustained competitive advantage in
organization”, International Bulletin of Business Administration, vol. 7,
pp. 23-36, 2010.</p>
<p>[1] J. Delery and D. Doty, “Modes of theorizing in strategic human resource
management: tests of universalistic, contingency and configurational
performance predictions,” Academy of Management Journal, vol. 39, no.
4, pp. 802–835, 1996.
[2] G. R. Terry and S. G. Franklin, “Principles of Management”, (8th edn.),
Delhi: A.I.T.B.S. Publishers and distributors, 1996.
[3] Rensis Likert, “The Human Organization: Its Management and Value”,
New York: McGraw Hill Book Company, 1967.
[4] J. R. Schemerhorn, “Management Updated 2001”, New York: John
Wiley and Sons. Inc., 2001.
[5] D. Guest, “Human Resource Management and Performance: A Review
and Research Agenda”, International Journal of Human Resource
Management, Vol. 8, No.3, pp. 263–76, 1997.
[6] J. P. Mac Duffie, “Human resource bundles and manufacturing
performance: organizational logic and flexible production systems in the
World Auto Industry”, Industrial and Labor Relations Review, vol. 48,
no, 2, pp.197–221, 1995.
[7] E. H. Burack et al., “New paradigm approaches in strategic human
resource management”, Group and organisation management, vol. 19,
pp. 141 – 159, 1994.
[8] C. R. Greer, “Strategic Human Resource Management: A General
Managerial Approach”, (2nd edn.), Englewood Cliffs, NJ: Prentice Hall,
2001.
[9] Fitz-enz, Jac, “The ROI of Human Capital: Measuring the Economic
Value of Employee Performance”, USA: American Management
Association, 2000.
[10] D. E. Bowen and C. Ostroff, “Understanding HRM-Firm Performance
Linkages: The Role of the "Strength" of the HRM System”, Academy of
Management Review, vol. 29, no. 2, pp. 203-221, 2004.
[11] C. W. Hofer and D. E. Schendel (1978). “Strategy formulation:
Analytical concepts”, St Paul: West Publishing, 1978.
[12] R. Schuler and S. Jackson, “Linking competitive strategies with human
resource management practices”, Academy of Management Executive,
vol.1, no. 3, pp. 209-213, 1987.
[13] S. A. Snell and J. W. Dean, “Integrated manufacturing and human
resource management: a human capital perspective”, Academy of
Management Journal, vol. 35, no. 3, 467–504, 1992.
[14] N. J. Adler and F. Ghadar, “Strategic Human Resource Management: A
Global Perspective”, in Pieper, R. (ed.) Human Resource Management
in International Comparison. Berlin: de Gruyter, 1990.
[15] P. M. Wright and G.C. McMahan, “Theoretical perspectives on strategic
human resource management”, Journal of Management, vol. 18, no. 2,
pp. 295-320, 1992.
[16] C. A. Lengnick-Hall and M.L. Lengnick-Hall, “Strategic Human
Resources Management: A Review of the Literature and a Proposed
Typology”, Academy of Management Review, 13: pp. 454-70, 1988.
[17] D. Ulrich, “Human Resource Champions”, Boston, MA: Harvard
Business School Press, 1997.
[18] C. F. Fey, I. Bjorkman and A. Pavlovskaya, “The Effect of Human
Resource Management Practices on Firm Performance in Russia”,
International Journal of Human Resource Management, vol.11, no. 1,
pp.1–18, 2000.
[19] E. H. Burack et al., “New paradigm approaches in strategic human
resource management”, Group and organisation management, vol. 19,
pp. 141 – 159, 1994.
[20] C. Truss and L. Gratton, “Strategic Human Resource Management: A
Conceptual Approach”, Journal of Human Resource Management, vol.5,
no. 3, pp. 663–86, 1994.
[21] P. Boxall and M. Steeneveld, “Human resource strategy and competitive
advantage: a longitudinal study of engineering consultancies”, Journal
of Management Studies, vol. 36, no. 4, pp. 443–444, 1999.
[22] L. Senn and J. Childress, “The secret of a winning culture, building high
performance teams”, Los Angeles and New York: The Leadership Press,
1999, pp. 60-66.
[23] S. E. Jackson and R.S. Schuler, “Understanding Human Resource
Management in the Context of Organizations and their Environments”,
Annual Review of Psychology, vol. 46, pp. 237–64, 1995.
[24] R. L. Nancy, SPHR, and M. A. GPHR, “Leveraging Employee
Engagement for Competitive Advantage: HR’s Strategic Role SHRM.
Research Quarterly, Alexandria: VA, 2007.
[25] B. Shuck and K.K. Wollard, “Employee engagement and HRD: a
seminal review of the foundations”, Human Resource Development
Review, vol. 9, no.1, pp. 89-110, 2010.
[26] R. Wagner, and J. K. Harter, “12: The great elements of managing,
Washington, DC: The Gallup Organization, 2006.
[27] B. Shuck and K. K. Wollard, “Employee engagement and HRD: a
seminal review of the foundations”, Human Resource Development
Review, vol. 9, no.1, pp. 89-110, 2010.
[28] A. Richman, “Everyone wants an engaged workforce how can you
create it?” Workspan, vol. 49, pp.36-39, 2006.
[29] J. K. Harter, F. L. Schmidt, and T. L. Hayes, “Business-unit-level
relationship between employee satisfaction, employee engagement, and
business outcomes: A meta-analysis”, Journal of Applied Psychology,
vol.87, pp. 268–279, 2002.
[30] M. Czarnowsky, “Learning's Role in Employee Engagement: An ASTD
Research Study, American Society for Training and Development”,
Alexandria, VA, 2008.
[31] S. Bates, “Getting engaged”, HR Magazine, vol. 49, pp. 44-51, 2004.
[32] W. H. Macey and B. Schneider, “The meaning of employee
engagement”, Industrial and Organizational Psychology, vol.1, pp. 3-
30, 2008.
[33] R. S. Schuler and I. MacMillan, “Gaining competitive entrepreneurial
advantage through human resource practices”, Human Resource
Management, vol. 23, pp. 241- 256, 1984.
[34] P. Drucker, “They’re Not Employees, They’re People”, Harvard
Business Review, vol. 80, pp.70–77, 2002.
[35] R. S. Schuler and I. MacMillan, “Gaining competitive entrepreneurial
advantage through human resource practices. Human Resource
Management, vol. 23, pp. 241- 256, 1984.
[36] R. S. Schuler and S. E. Jackson, “Linking Competitive Strategies with
Human Resource Management Practices”, The Academy of Management
Executive, vol. 3, pp. 207-219, 1987.
[37] D. Ulrich and D. Lake, “Organizational Capability: Creating
Competitive Advantage”, Academy of Management Executive, vol. 5, no
1, pp. 77-92, 1991.
[38] M. Porter, “Competitive Advantage: Creating and Sustaining Superior
Performance”, London: Free Press, 1985.
[39] Lado, A. Augustine Wilson, and C. Mary, “Human Resource Systems
and Sustained Competitive Advantage: A Competency-Based
Perspective”, Academy of Management Review, vol. 19. no. 4, pp. 699-
727, 1994.
[40] R. Rumelt, “How much does industry matter?”, Strategic Management
Journal, vol. 12, pp. 167- 185, 1991.
[41] J. Barney, “Firm resources and sustained competitive advantage”,
Journal of Management, vol. 17, pp. 99-120, 1991.
[42] J. C. Nunnally and I. H. Bernstein, “Psychometric theory”, (3rd ed.),
New York: McGraw-Hill, 1994.
[43] Jones, S. Bradford and Barbara Norrander. “The Reliability of
Aggregated Public Opinion Measures”, American Journal of Political
Science, vol. 40, pp. 295-309, 1996.
[44] A. L. Comrey, and H. B. Lee, “A first course in factor analysis”,
Hillsdale, NJ: Erlbaum, 1992.
[45] R. B. Cattell, “The scientific use of factor analysis”, New York: Plenum,
1978.
[46] R. Cesyniene, “Globalization and Human Resource Management”,
Economic, vol. 82, pp. 41-56, 2008.
[47] R. J. Vance, “Employee engagement and commitment: A guide to
understanding, measuring, and increasing engagement in your
organization”, Alexandria, VA: The SHRM Foundation, 2006.
[48] B. J. Inyang, “Strategic human resource management (SHRM): A
paradigm shift for achieving sustained competitive advantage in
organization”, International Bulletin of Business Administration, vol. 7,
pp. 23-36, 2010.</p>
@article{"International Journal of Business, Human and Social Sciences:51711", author = "S. Velmurugan and K. B. Akhilesh", title = "Sustained Competitive Advantage: Strategic HRM Initiatives and Consequences in Indian Context", abstract = "In the past few decades, researchers have witnessed a
paradigm shift in Human Resource Management-from individual
performance to organizational outcomes with the role of Human
resource (HR) managers becoming increasingly significant to the
organization. In such a context, it is important to examine HR
practices from a strategic perspective on the sustained competitive
advantage (SCA) of the organizations. The present study explores
how Indian organisations look at their human resources strategically
when faced with competitive environment. Also, it explores strategic
initiatives being taken to manage human resources within the
organisations and how these initiatives promote SCA in terms of
enhancing the overall customer-centric delivery of goods and
services.
", keywords = "Strategic HRM, Strategic HRM Initiatives,
Consequences, and Sustained Competitive Advantage.", volume = "7", number = "8", pages = "2246-9", }
