The Role of Human Resource System on Crisis Resolve
Within the new world order, the term “crisis" is nowadays familiar to companies. Organizations are experiencing conditions which are surprising, uncertain, often adverse and usually unstable. The companies, who grasp the importance of transformation within the information age, have felt the need to develop modern methods to achieve the ability to thrive despite severe shocks. Through strategically managing human resource and developing appropriate elements of human resource system, companies can be assured for resolving the crisis. In this paper the role of HR system on resolving crisis has been evaluated. To help accomplish this, an insight on previous strategic HRM literature and an introduction to the elements and relationship within HR systems has been presented. It also reviews different attitude around resilience in literature. It continues by reviewing three elements central to developing an organization-s capacity for crisis resolving and it will demonstrate how designing proper elements of HR system can lead the organizations to possess the ability for passing through crisis. Finally it will evaluate an Iranian Insurance organization in case of one of the three central elements (specific cognitive ability) and observe how successful they were on developing an effective HR system to be ready for facing crisis.
[1] P. Altiok, Applicable vision, mission and the effects of strategic management on crisis resolve. Procedia Social and Behavioral Sciences,
2011, 24, 61-71.
[2] C. A. Lengnick-Hall, T. E. Beck & M. L. Lengnick-Hall, Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 2011, 21, 243-255.
[3] P. M. Wright & W. R. Boswell, Desegregating HRM: A review and
synthesis of micro and macro human resource management research.
Journal of Management, 2002, 28, 247-276.
[4] P. M. Wright, B. B. Dunford & S. A. Snell, Human resources and the
resource based view of the firm. Journal of Management, 2001, 27, 701−721.
[5] P. M. Wright & G. C. McMahan, Theoretical perspectives for strategic
human resource management. Journal of Management, 1992, 18, 295-
320.
[6] B. A. Colbert, The complex resource-based view: Implications for
theory and practice in strategic human resource management. Academy
of Management Review, 2004, 29, 341−358.
[7] J. E. Delery, Issues of fit in strategic human resource management:
Implications for research. Human Resource Management Review, 1998,
8, 289−309.
[8] S. Kepes & J. E. Delery, Designing effective HRM systems: The issue
of HRM strategy. In R. J. Burke & C. L. Cooper (Eds.), The human
resources revolution: Why putting people first matters, 2006, (pp. 55−76). Elsevier.
[9] D. Lepak & S. A. Snell, The human resource architecture: Toward a
theory of human capital allocation development. Academy of
Management Review, 1999, 24, 31−48.
[10] C. Ostroff & D. E. Bowen, Moving HR to a higher level: HR practices
and organizational effectiveness. In K. J. Klein, & S.W. J. Kozlowski
(Eds.), Multilevel theory, research, and methods in organizations, 2000,
(pp. 211−256), San Francisco Jossey-Bass.
[11] R. Schuler, Strategic human resources management: Linking the people
with the strategic needs of the business. Organizational Dynamics, 1992
Summer, 21, 18−32.
[12] J. B. Arthur & T. Boyles, Validating the human resource system
structure: A levels-based strategic HRM approach. Human Resource
Management Review, 2007, 17, 77-92.
[13] B. E. Becker & B. Gerhart, The impact of human resource management
on organizational performance: Progress and prospects. Academy of
management journal, 1996, 39, 779-801.
[14] L. Dyer & G. W. Holder, Toward a strategic perspective of human
resource management. In L. Dyer (Ed.), Human resource management:
Evolving roles and responsibilities, 1988, (pp. 1−46), Washington, DC
Bureau of National Affairs.
[15] K. Jiang, D. P. Lepak, K. Han, Y. Hong, A. Kim & A. L. Wikler,
Clarifying the construct of human resource systems: Relating human
resource management to employee performance. Human Resource
Management Review, 2012, 22, 73-85.
[16] A. P. Jones & L. R. James, Psychological climate: Dimensions and
relationships of individual and aggregated work environment
perceptions. Organizational Behavior and Human Performance, 1979,
23, 201−250.
[17] B. Schneider, The psychology of organizations. In C. Ashkanasy, C.
Wilderom, & M. F. Peterson (Eds.), Handbook of organizational culture
and climate, 2000, Thousand Oaks, CA Sage Publications.
[18] D. E. Bowen & C. Ostroff, Understanding the HRM-firm performance
linkages: The role of the "strength" of the HRM system. Academy of
Management Review, 2004, 29(2), 203−221.
[19] N. Kumar, L.W. Stern & J. C. Anderson, Conducting interorganizational
research using key informants. Academy of Management Journal, 1993,
36, 1633−1651.
[20] R. Balu, How to bounce back from setbacks. Fast Company, 2001, 45,
148−156.
[21] J. E. Dutton, P. J. Frost, M. C. Worline, J. M. Lilius & J. M. Kanov,
Leading in times of trauma. Harvard Business Review, 2002, 80(1),
54−61.
[22] J. H. Gittell, K. Cameron, S. Lim & V. Rivas, Relationships, layoffs, and
organizational resilience: Airline industry responses to September 11th.
Journal of Applied Behavioral Science, 2006, 42(3), 300-330.
[23] J. F. I. Horne, The coming of age of organizational resilience. Business
Forum, 1997, 22(2/3), 24−28.
[24] J. F. I. Horne & J. E. Orr, Assessing behaviors that create resilient
organizations. Employee Relations Today, 1998, 24(4), 29−39.
[25] L. A. Mallak, Putting organizational resilience to work. Industrial
Management, 1998, 40(6), 8−13.
[26] D. Robb, Building resilient organizations. OD Practitioner, 2000, 32(3),
27−32.
[27] J. W. Rudolph & N. P. Repenning, Disaster dynamics: Understanding
the role of quantity in organizational collapse. Administrative Science
Quarterly, 2002, 47, 1-30.
[28] K. M. Sutcliffe & T. J. Vogus, Organizing for resilience. In K. S.
Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational
scholarship: Foundations of a new discipline, 2003, ( 94-110). San
Francisco: Berrett-Koehler.
[29] D. L. Coutu, How resilience works. Harvard Business Review, 2002,
80(5), 46−55.
[30] S. F. Freeman, L. Hirschhorn & M. Maltz, Organization resilience and
moral purpose: Sandler O'Neill and partners in the aftermath of 9/11/01.
Paper presented at the National Academy of Management meetings,
New Orleans, LA, 2004.
[31] T. Guidimann, From recovery to resilience. The Banker, 2002, 3−6.
[32] J. J. Jamrog, J. E. I. McCann, J. M. Lee, C. L. Morrison, J. W. Selsky &
M. Vickers, Agility and resilience in the face of continuous change. :
American Management Association, 2006.
[33] A. Layne, How to make your company more resilient, 2001 March from.
http://www/fastcompany.com/articles/2001/03/odwalla.html.
[34] C. A. Lengnick-Hall & T. E. Beck, Beyond bouncing back: The concept
of organizational resilience. Seattle, WA: Paper presented at the
National Academy of Management meetings, 2003.
[35] C. A. Lengnick-Hall & T. E. Beck, Adaptive fit versus robust
transformation: How organizations respond to environmental change.
Journal of Management, 2005, 31(5), 738−757.
[36] K. E. Weick, Enacted sensemaking in crisis situations. Journal of
Management Studies, 1988, 25, 305−317.
[37] D. P. Ashmos & G. P. Huber, The systems paradigm in organization
theory: Correcting the record and suggesting the future. Academy of
Management Review, 1987, 12(4), 607−621.
[38] F. P. Morgeson & D. A. Hofmann, The structure and function of
collective constructs: Implications for multilevel research and theory
development. Academy of Management Review, 1999, 24(2), 249−265.
[39] C. A. Lengnick-Hall & T. E. Beck, Resilience capacity and strategic
agility: Prerequisites for thriving in a dynamic environment. In C.
Nemeth, E. Hollnagel, & S. Dekker (Eds.), Resilience engineering
perspectives, 2009, 2, Aldershot, UK: Ashgate Publishing.
[40] C. A. Lengnick-Hall & T. E. Beck, & M. L. Lengnick-Hall, Developing
a capacity for organizational resilience through strategic human resource
management. Human Resource Management Review, 2011, 21, 243-255.
[1] P. Altiok, Applicable vision, mission and the effects of strategic management on crisis resolve. Procedia Social and Behavioral Sciences,
2011, 24, 61-71.
[2] C. A. Lengnick-Hall, T. E. Beck & M. L. Lengnick-Hall, Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 2011, 21, 243-255.
[3] P. M. Wright & W. R. Boswell, Desegregating HRM: A review and
synthesis of micro and macro human resource management research.
Journal of Management, 2002, 28, 247-276.
[4] P. M. Wright, B. B. Dunford & S. A. Snell, Human resources and the
resource based view of the firm. Journal of Management, 2001, 27, 701−721.
[5] P. M. Wright & G. C. McMahan, Theoretical perspectives for strategic
human resource management. Journal of Management, 1992, 18, 295-
320.
[6] B. A. Colbert, The complex resource-based view: Implications for
theory and practice in strategic human resource management. Academy
of Management Review, 2004, 29, 341−358.
[7] J. E. Delery, Issues of fit in strategic human resource management:
Implications for research. Human Resource Management Review, 1998,
8, 289−309.
[8] S. Kepes & J. E. Delery, Designing effective HRM systems: The issue
of HRM strategy. In R. J. Burke & C. L. Cooper (Eds.), The human
resources revolution: Why putting people first matters, 2006, (pp. 55−76). Elsevier.
[9] D. Lepak & S. A. Snell, The human resource architecture: Toward a
theory of human capital allocation development. Academy of
Management Review, 1999, 24, 31−48.
[10] C. Ostroff & D. E. Bowen, Moving HR to a higher level: HR practices
and organizational effectiveness. In K. J. Klein, & S.W. J. Kozlowski
(Eds.), Multilevel theory, research, and methods in organizations, 2000,
(pp. 211−256), San Francisco Jossey-Bass.
[11] R. Schuler, Strategic human resources management: Linking the people
with the strategic needs of the business. Organizational Dynamics, 1992
Summer, 21, 18−32.
[12] J. B. Arthur & T. Boyles, Validating the human resource system
structure: A levels-based strategic HRM approach. Human Resource
Management Review, 2007, 17, 77-92.
[13] B. E. Becker & B. Gerhart, The impact of human resource management
on organizational performance: Progress and prospects. Academy of
management journal, 1996, 39, 779-801.
[14] L. Dyer & G. W. Holder, Toward a strategic perspective of human
resource management. In L. Dyer (Ed.), Human resource management:
Evolving roles and responsibilities, 1988, (pp. 1−46), Washington, DC
Bureau of National Affairs.
[15] K. Jiang, D. P. Lepak, K. Han, Y. Hong, A. Kim & A. L. Wikler,
Clarifying the construct of human resource systems: Relating human
resource management to employee performance. Human Resource
Management Review, 2012, 22, 73-85.
[16] A. P. Jones & L. R. James, Psychological climate: Dimensions and
relationships of individual and aggregated work environment
perceptions. Organizational Behavior and Human Performance, 1979,
23, 201−250.
[17] B. Schneider, The psychology of organizations. In C. Ashkanasy, C.
Wilderom, & M. F. Peterson (Eds.), Handbook of organizational culture
and climate, 2000, Thousand Oaks, CA Sage Publications.
[18] D. E. Bowen & C. Ostroff, Understanding the HRM-firm performance
linkages: The role of the "strength" of the HRM system. Academy of
Management Review, 2004, 29(2), 203−221.
[19] N. Kumar, L.W. Stern & J. C. Anderson, Conducting interorganizational
research using key informants. Academy of Management Journal, 1993,
36, 1633−1651.
[20] R. Balu, How to bounce back from setbacks. Fast Company, 2001, 45,
148−156.
[21] J. E. Dutton, P. J. Frost, M. C. Worline, J. M. Lilius & J. M. Kanov,
Leading in times of trauma. Harvard Business Review, 2002, 80(1),
54−61.
[22] J. H. Gittell, K. Cameron, S. Lim & V. Rivas, Relationships, layoffs, and
organizational resilience: Airline industry responses to September 11th.
Journal of Applied Behavioral Science, 2006, 42(3), 300-330.
[23] J. F. I. Horne, The coming of age of organizational resilience. Business
Forum, 1997, 22(2/3), 24−28.
[24] J. F. I. Horne & J. E. Orr, Assessing behaviors that create resilient
organizations. Employee Relations Today, 1998, 24(4), 29−39.
[25] L. A. Mallak, Putting organizational resilience to work. Industrial
Management, 1998, 40(6), 8−13.
[26] D. Robb, Building resilient organizations. OD Practitioner, 2000, 32(3),
27−32.
[27] J. W. Rudolph & N. P. Repenning, Disaster dynamics: Understanding
the role of quantity in organizational collapse. Administrative Science
Quarterly, 2002, 47, 1-30.
[28] K. M. Sutcliffe & T. J. Vogus, Organizing for resilience. In K. S.
Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational
scholarship: Foundations of a new discipline, 2003, ( 94-110). San
Francisco: Berrett-Koehler.
[29] D. L. Coutu, How resilience works. Harvard Business Review, 2002,
80(5), 46−55.
[30] S. F. Freeman, L. Hirschhorn & M. Maltz, Organization resilience and
moral purpose: Sandler O'Neill and partners in the aftermath of 9/11/01.
Paper presented at the National Academy of Management meetings,
New Orleans, LA, 2004.
[31] T. Guidimann, From recovery to resilience. The Banker, 2002, 3−6.
[32] J. J. Jamrog, J. E. I. McCann, J. M. Lee, C. L. Morrison, J. W. Selsky &
M. Vickers, Agility and resilience in the face of continuous change. :
American Management Association, 2006.
[33] A. Layne, How to make your company more resilient, 2001 March from.
http://www/fastcompany.com/articles/2001/03/odwalla.html.
[34] C. A. Lengnick-Hall & T. E. Beck, Beyond bouncing back: The concept
of organizational resilience. Seattle, WA: Paper presented at the
National Academy of Management meetings, 2003.
[35] C. A. Lengnick-Hall & T. E. Beck, Adaptive fit versus robust
transformation: How organizations respond to environmental change.
Journal of Management, 2005, 31(5), 738−757.
[36] K. E. Weick, Enacted sensemaking in crisis situations. Journal of
Management Studies, 1988, 25, 305−317.
[37] D. P. Ashmos & G. P. Huber, The systems paradigm in organization
theory: Correcting the record and suggesting the future. Academy of
Management Review, 1987, 12(4), 607−621.
[38] F. P. Morgeson & D. A. Hofmann, The structure and function of
collective constructs: Implications for multilevel research and theory
development. Academy of Management Review, 1999, 24(2), 249−265.
[39] C. A. Lengnick-Hall & T. E. Beck, Resilience capacity and strategic
agility: Prerequisites for thriving in a dynamic environment. In C.
Nemeth, E. Hollnagel, & S. Dekker (Eds.), Resilience engineering
perspectives, 2009, 2, Aldershot, UK: Ashgate Publishing.
[40] C. A. Lengnick-Hall & T. E. Beck, & M. L. Lengnick-Hall, Developing
a capacity for organizational resilience through strategic human resource
management. Human Resource Management Review, 2011, 21, 243-255.
@article{"International Journal of Business, Human and Social Sciences:54459", author = "Abbas Haddadzadeh and Marzieh Sharif Paghaleh", title = "The Role of Human Resource System on Crisis Resolve", abstract = "Within the new world order, the term “crisis" is nowadays familiar to companies. Organizations are experiencing conditions which are surprising, uncertain, often adverse and usually unstable. The companies, who grasp the importance of transformation within the information age, have felt the need to develop modern methods to achieve the ability to thrive despite severe shocks. Through strategically managing human resource and developing appropriate elements of human resource system, companies can be assured for resolving the crisis. In this paper the role of HR system on resolving crisis has been evaluated. To help accomplish this, an insight on previous strategic HRM literature and an introduction to the elements and relationship within HR systems has been presented. It also reviews different attitude around resilience in literature. It continues by reviewing three elements central to developing an organization-s capacity for crisis resolving and it will demonstrate how designing proper elements of HR system can lead the organizations to possess the ability for passing through crisis. Finally it will evaluate an Iranian Insurance organization in case of one of the three central elements (specific cognitive ability) and observe how successful they were on developing an effective HR system to be ready for facing crisis.
", keywords = "Crisis, HR System, Resilience, Strategic Human Resource Management.", volume = "6", number = "11", pages = "2963-7", }
