Linking Competitive Strategies with Human Resource Management Practices

Schuler, Randall S.; Jackson, Susan E.
August 1987
Academy of Management Executive (08963789);Aug1987, Vol. 1 Issue 3, p207
Academic Journal
The recent attacks on U.S. firms for failing to keep costs down, not maintaining quality, and ignoring innovation are misdirected, given what many firms are doing. Increasingly, these firms are pursuing competitive strategies aimed at cost reduction, quality improvement, and innovation. The goal here is to gain competitive advantage, both domestically and internationally. While the need to match the qualities of top management with the nature of the business has been widely recognized, there has been much less recognition given to the need to manage all employees in the organization with the nature of the business. The authors describe the impact of competitive strategies on all employees by means of a framework that links human resource management (HRM) practices with competitive strategies. They provide examples of the hypothesized relationships among competitive strategies, needed employee role behaviors, and HRM practices, and examine implementation issues.


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