服务业竞争战略的实施:行为模式研究

IF 3.3 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR Personnel Review Pub Date : 2024-06-25 DOI:10.1108/pr-11-2023-0934
Fiona Edgar, Jing A. Zhang, Nataliya Podgorodnichenk, Adeel Akmal
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引用次数: 0

摘要

目的 舒勒和杰克逊(1987 年)的行为模型是人力资源管理方面被引用最多的文献之一。该模型认为,组织绩效取决于人力资源管理实践与竞争战略和员工期望行为之间的有效联系。重要的是,该模型认识到员工行为在绩效结果中的突出作用,而且不同的竞争战略意味着颁布和强化不同的员工技能和行为。令人惊讶的是,尽管该模型对人力资源管理产生了重大影响,但相关研究却很少对其进行全面考察。为了更好地理解这一模型在当代环境中的论点,我们的研究采用了多行为主体设计来探索服务环境中竞争战略(降低成本和差异化)、员工行为和人力资源管理实践之间的联系。我们利用服务机构的样本数据,通过单变量分析,对不同战略类型的人力资源管理实践和员工行为进行了操作化比较。研究结果表明,记忆同构和竞争同构的程度可能越来越高,这可能归因于从业人员之间的创意生成和最佳实践信息共享的增加,以及运营市场、管理偏好、员工期望、利益相关者目标等方面的细微差别。我们发现该模型的主要原则得到了一些支持,但这些原则似乎与具体情况有关。因此,在组织运营环境特殊且动荡不安的情况下,将战略类型与人力资源管理实践和员工行为联系起来的先验类型学似乎值得商榷。研究结果还表明,日益激烈的竞争环境可能会鼓励从业人员采取同构行为。原创性/价值采用比较研究设计,使我们的研究能够为描述不同竞争战略、隐含的员工角色行为和人力资源管理实践之间联系的概念性风格化类型学提供急需的经验,从而支持完善模型的需要。
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Competitive strategy delivery in the service sector: a study of the behavioural model

Purpose

One of the most cited literature in SHRM is Schuler and Jackson’s (1987) behavioural model. This model proposes that organisational performance is dependent on the extent to which HRM practices can be effectively connected to competitive strategy and desired employee behaviours. Importantly, this model recognises the salient role of employee behaviour in performance outcomes and, moreover that different competitive strategies imply both promulgation and reinforcement of different sets of employee skills and behaviours. Surprisingly, despite its significant influence on SHRM, studies rarely examine this model in its entirety. Motivated by the need to better understand this model’s arguments in contemporary settings, our study uses a multi-actor design to explore the connections between competitive strategies (cost reduction and differentiation), employee behaviours, and HRM practices in service environments.

Design/methodology/approach

Adopting a multi-level, multi-actor survey design, our exploratory deductive study assesses the utility of strategic HRM’s (SHRM) behavioural model. Drawing on data from a sample of service organisations and using univariate analyses, we compare operationalised HRM practices and employee behaviours across different strategy types.

Findings

Results lend provisional support for the behavioural model, particularly in the case of a differentiation strategy where notable differences in HRM practices and employee behaviours were observed. Findings suggest growing levels of memetic and competitive isomorphism may be occurring, with this likely attributable to the increased incidence of idea generation and information sharing about best practices occurring amongst practitioners, as well as a growing nuance in operating markets, managerial preferences, employee expectations, stakeholder objectives, and the like.

Research limitations/implications

Our study suggests refinements to the behavioural model are needed. Some support for the model’s key tenets is found, but these appear context specific. Thus, the merit in developing a priori typologies linking strategy type to HRM practices and employee behaviours where organisations operate in environments which are particularised and tumultuous appears debatable.

Practical implications

This study highlights the behavioural model’s nuance to modern service organisations and, by doing so, practitioners are provided with a behavioural pathway for achieving competitive advantage through their HRM practices. Findings also suggest that increasingly competitive environments might be encouraging practitioners to engage in isomorphic behaviours.

Originality/value

The use of a comparative research design allowed our study to contribute much needed empiricism to the largely conceptually informed stylised typologies depicting the linkages between different competitive strategies, implied employee role behaviours and HRM practices, thereby supporting the need for model refinement.

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来源期刊
Personnel Review
Personnel Review Multiple-
CiteScore
7.10
自引率
7.70%
发文量
133
期刊介绍: Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.
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