Researching on SHRM: An Analysis of the Debate over the Role Played by Human Resources in Firm Success

Realising competitive advantage through HRM in New Zealand service industries

“…Indeed, developments in HRM theory, research and practice have helped transform HRM from a reactive function focusing on administrative and bureaucratic issues to a proactive function focusing on integration. This move means HRM is seen to be linked to business strategy and the achievement of a competitive advantage (Alcázar, Fernández, & Gardey, 2005;Ferris, Hochwarter, Buckley, Harrel-Cook, & Frink, 1999;Purcell, 1999). One reason for this shift in emphasis is that many of the traditional sources of competitive advantage (technology, economies of scale, patents etc.)…”

“…The universal perspective implies that all firms will be better off if they adopt best practices in HRM (Alcázar et al, 2005;Boxall & Purcell, 2000;Ferris et al, 1999). This perspective does not require any integration between organisational strategy and HRM policy and practice.…”

“…Furthermore, these practices can have additive effects (Pfeffer, 1994). Thus, the more practices used, the greater the improvement in organisational performance (Alcázar et al, 2005;Becker & Gerhart, 1996;Pfeffer, 1994). The second approach identified is the contingency perspective.…”

The impact of bundles of strategic human resource management practices on the performance of European firms

“…However as Alcázar et al, 2005 point out there are also universalistic approaches in which more than one HRM practice is combined thereby building so-called "High Performance Works Systems". One example is Guthrie (2001) who measured companies' use of high involvement work practices and found that utilising these can enhance organisational competitiveness.…”

“…Likewise both Arthur (1994) and Becker and Huselid (1998) found support for the potential impact of systems or bundles of HRM practices on organisational performance. Alcázar et al, 2005 argue that configurational bundles must not be confused with universalistic bundles or systems because while the former consists of holistic patterns of interrelated, synergistic practices, the latter comprises single practices combined in an additive manner. In other words the configurational approach involves more complex typologies of ideal types of HRM systems than found in universalistic approaches.…”