1. BEST FIT HRM

2. STRATEGI
BEST PRACTICES
BEST FIT
RBV – RESOURCE-BASED VIEW

3. Meaning of Strategy Derived from board intentions of decision makers
Encompass the enterprise as a whole
Co-ordinate resources in a meaningful way
Identify future actions
Determine the scope of the organization

4. Typology of strategy Processes Deliberate CLASSICAL SYSTEMIC Outcomes
Profit maximising Pluralistic
EVOLUTIONARY PROCESSUAL
Emergent

5. Whittington and Strategy
Classical
Evolutionary
Processual
Systemic

6. Best fit: Lifecycle models
Start-up: flexible working pattern, less formal, no HR specalist, cost effective HR
Growth: retain expertise, ensure earlier commitment, SOP introduced, need of specialist become apparent
Maturity: formalised procedures, control of labour cost,
Decline: rationalisation and redundancy
Sisson and Storey (2000)

7. Best fit: Competitive advantage models
Cost reduction
Quality enhancement
Innovation

8. Delery and Doty
Strategy
SDM
Defender
Internal
Prospector
Market-type

9. Best fit: Strategic configurations 1
Defenders-internal employment systems
Internal labour markets
Developmental appraisals
Strong culture
Employment security

10. Best fit: Strategic configurations 2
Prospectors-market employment systems
External recruitment
Results-oriented appraisal
Short-term training
Voice is unimportant

11. Limitations of best fit models
Based on classical versions of strategy
Deterministic and one-way
Managers are omniscient and omnipotent
Static
Little empirical support

12. Blockages and barriers
Supervisors do not identify with management
Work overload
Lack of training
Supervisors want flexibility
Management by omission