Randall S. Schuler

Linking Competitive Strategies with Human Resource Management Practices

Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.

A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings

Abstract Although role ambiguity and role conflict have been studied extensively in the organizational sciences, there remain numerous empirical discrepancies among the reported research results. Consequently, disagreement exists as to what can be concluded about the role ambiguity and role conflict research. Coupled with this empirical impasse has been a persistent and relatively singular approach to conceptually studying role ambiguity and role conflict. In response to this empirical and conceptual situation, a meta-analysis and a conceptual reevaluation of the role ambiguity and role conflict research were performed. Using the Hunter, Schmidt, and Jackson (1982 , Meta-analysis: Cumulating research findings across studies , Beverly Hills, CA: Sage) meta-analysis procedures, this study analyzed 29 correlates of role ambiguity and role conflict. These correlates include ten organizational context variables, five individual characteristics, ten affective reactions, and four behavioral reactions. Meta-analysis procedures were used to measure the strength and consistency of the relationship found between each of the 29 correlates and role ambiguity and role conflict. Meta-analysis was also used to determine where moderator variables should play a critical part in future role ambiguity and role conflict research. Based on the results of the meta-analysis, several empirical summaries and conclusions are presented. Along with these, several conceptual observations and reconceptualizing suggestions are offered. It is concluded that while a great deal is known about role ambiguity and role conflict in the organizational sciences much remains to be learned.

Role Conflict and Role Ambiguity: Integration of the Literature and Directions for Future Research

Although research on role conflict and ambiguity has been extensive, there has been only moderate consistency in the focus and results of the research, while several areas of role conflict and ambiguity research are still relatively unexamined. This paper suggests that a framework for organizing the recent research may assist in consolidating the field and providing an understanding of where we are, what is left to be done and, therefore, direction for future role conflict and ambiguity research.

Definition and conceptualization of stress in organizations

Abstract Stress in organizations is an extremely important phenomenon. It is generally associated with several vital individual physiological, psychological, and behavioral symptoms. Yet not a great deal is known about stress, either academically or organizationally. There exists no common definition or conceptualization of stress; therefore, an integrative research effort and a cumulative body of stress knowledge do not exist. The purpose of this paper is to offer such a definition and conceptualization of stress in organizations in order to facilitate a greater understanding of this important phenomenon. Several propositions and methodological considerations are suggested after the definition and conceptualization are presented. The perspective of this paper is of an understanding an individuals stress in an organization.

An integrative framework of strategic international human resource management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick and Bennett, 1978; Dowling, 1986; Dowling and Schuler, 1990; Evans, 1986; Evans, 1989; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit link...

Role conflict and ambiguity: A scale analysis.

Abstract Role theory has been suggested as the conceptual framework in which to relate or join the properties of the organization and the individual. Two major concepts from role theory are role conflict and ambiguity. Role conflict and ambiguity, measured with scales developed by Rizzo, House, and Lirtzman (1970) have been used in most of the recent studies on role perceptions. Although the scales are frequently related to attitudinal and behavioral variables, they have remained relatively unexamined. This paper is an examination of the psychometric properties of the role conflict and ambiguity scales, including the factor structure, coefficients of congruency, internal reliabilities, test-retest reliabilities, absolute levels of conflict and ambiguity, and correlations with additional attitudinal and behavioral variables. The analysis is conducted across six samples. The results suggest that continued use of role conflict and role ambiguity scales appears to be warranted.

An Integrative Framework of Strategic International Human Resource Management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management, and in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick & Bennett, 1978; Dowling, 1986; Dowling & Schuler, 1990; Evans, 1986; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMhan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described, Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHR. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.

Convergence or divergence: human resource practices and policies for competitive advantage worldwide

The world is becoming far more competitive and volatile than ever before, causing firms to seek to gain competitive advantage whenever and wherever possible. As traditional sources and means such as capital, technology or location become less significant as a basis for competitive advantage, firms are turning to more innovative sources. One of these is the management of human resources. While traditionally regarded as a personnel department function, it is now being widely shared among managers and non-managers, personnel directors and line managers. As the management of human resources is seen increasingly in terms of competitive advantage, the question that arises is: What must we do to gain this advantage? Many of the most successful firms now have to operate globally, and this gives rise to a second question: Do firms in different parts of the globe practice human resource management (HRM) for competitive advantage differently? Because of their importance, these two questions form the primary focus of...

An Aspirational Framework for Strategic Human Resource Management

AbstractThe field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the fields history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematically review and critique three decades of strategic HRM theory and research, paying particular attention to the value of HRM systems as management tools for influencing a wide variety of outcomes of concern to internal (employees and their managers) and external (owners, customers, society, other organizations) stakeholders. In support of continued advancement of the empirical knowledge base of strategic HRM, we encourage new research that embraces systems thinking, more fully addresses the concerns of multiple stakeholders, and strives for greater practical usefulness by addressing significant problems such as managing innovation and environmental sustaina...

Strategic Human Resource Management and Industrial Relations

It has recently been suggested that the potentially dynamic and proactive role of employers in industrial relations be recognized (Kochan, McKersie, & Cappelli, 1984). Because incorporating the notion of strategic human resource management appears consistent with that suggestion, it is done here integrating frameworks of competitive strategy and human resource management practices using the rationale of needed employee role behaviors and cost and market conditions. This is then merged with business life-cycles stages creating a contingency framework for understanding the impact of strategic human resource management on industrial relations. This is done also using the rationale of cost and market conditions and needed employee role behaviors. The integrated competitive strategy-human resource management model is extended by inclusion of strategic targets and industry chain. The implications for industrial relations are laced throughout the discussion along with three sets of propositions. Implications for employers, employees, unions, and government are presented in the summary and conclusions. Here, the dynamic and proactive role of employers is placed into perspective.