دانلود رایگان مقاله انگلیسی مدیریت منابع انسانی استراتژیک و تاثیر آن در عملکرد - امرالد 2018

Abstract

Purpose – This paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance. Design/methodology/approach – The essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance. Findings – As European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance. Originality/value – The study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.

Discussion

The objective of this manuscript was to summarize the existing literature on HRM and its impact on organizational performance to understand the HR function and its activities in China. I gathered a selection of widely recognized empirical publications from the USA, Europe and China to identify both commonalities and possible differences. By reviewing these empirical contributions from three geographical clusters, I make the following conclusions. First, as European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating the US and European HRM. I believe that the application of HR practices and configurations in China is primarily driven by the mechanism of mimetic isomorphism. A study by Björkman et al. (2008) has offered empirical support for this conclusion. The authors compared subsidiaries of multinational organizations based in China with Chinese-owned organizations. Their survey was conducted in two waves (1996 and 2006) and investigated the general use of HR practices. The results reveal no significant changes from 1996 to 2006 with respect to the configuration of the HR functions of Western-owned subsidiaries. However, the results reveal a development towards the use of the US and European HR practices by Chinese-owned organizations over the ten-year period examined. Thus, the results support the notion that Chinese organizations are adopting the HR practices of multinational companies through the mechanism of the mimetic isomorphism. Wei and Lau (2008) arrived at a similar conclusion by investigating the impact of strategic HR involvement on Chinese organizations. Therefore, I suggest that Chinese organizations will continue to imitate Western HR functions, and hence it can be assumed that, in the near term, there will be fewer differences between Chinese and Western HR configurations.