Session 9: Sample and Consequences (2)

This session we'd like to continue on the discussion of the samples and consequence of strategic HRM implementations.

In order to survive and prosper in a rapidly changing environment, firms have to consistently use strategies of various types and levels to become more competitive and profitable. The mechanism between the cause and the effect of strategic HRM implementations was significant to the development of academic theories and the applications of firms.However, scholars believed that it has harmed thousands of employees economically, physically, and psychologically. Additionally, it also brought negative impacts to numerous families, and even created social tension and chaos.

Strategic human resource management (SHRM) has emerged as a, if not the, major paradigm among scholars and practitioners in many parts of the world. SHRM's spreading popularity owes much to an explicit promise of enhanced organizational effectiveness which can be achieved, according to the dominant models, by developing internally consistent bundles of human resource practices -- human Resource strategies -- which are properly matched or linked to extant organizational contexts, most notably business strategies (Dyer and Kochan, 1994; Milliman, Von Glinow, and Nathan, 1991.

The concept of sustained competitive advantage as the foundation of firm performance is the major tenet in strategy fields. The firm’s ability to integrate, build, and reconfigure internal and external competence to address rapidly changing environments. The resources are required to be reintegrated and reallocated via these business processes in order to be effective. The processes are the combination of efficient and effective actions from organizational level daily routines (Barney and Wright, 1998). They can create profit in rapidly changing markets and environments; for example, developing new products and new business models which were needed by the markets.