Professional Documents
Culture Documents
Based on :
Article 1: Strategic human resource management: The evolution of the field - Mark L.
Lengnick Human Ressource Mangement Review 2009
Article 2: Human Ressources Management : A value Creating source Of Competitive
Advantage European Managelent Journal Vol 17 N 2 1999.
Department : Gestion
Prepared by: MANTOUZI Sara
The fourth is about expanding the scope of SRHM. Here we can talk about the introduction of
competitive advantage of HR in the value chain. We can also observe the importance of the
international context, taking into account the strategic international human resource management,
adopted by multinational enterprises. SHRM can expand in an international level by taking into
account the cultural and the economic system of the country where the subsidiary exist.
In the fifth theme we can notice how HR can achieve implementation and execution. Studies
improved the importance of examining implementation factors and the need to measure the
outcomes of SRHM. Otherwise, the authors emphasize on the significant role of understanding an
organizations strategic objectives, and how we can contribute to those objectives.
The sixth theme tries to measure the SHRM outcomes. That means the possibility to know if
the SHRM benefit employees as well as their organizations. Researchers have suggested a
performance information markets system (PIM) similar to a balanced scorecard which allows
measuring the firms stakeholders satisfaction.
The last theme of the SHRM reposes on evaluating the SHRM organizational performance.
This evaluation focused on: the measurement error and construct validity issues, the omitted
variables problem and what mediates the HR system to organizational performance, multi-level
theory of the relationship between HRM and economic performance and finally evaluating by
focusing on stakeholder perspective.
The recent research of SHRM is characterized by a number of established ideas and issues
either further examined or tweaked, and a few new ideas which demonstrate that:
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Through internships realized, I have found that, the evolution of the SHRM depends on the
internationalization of the Moroccan economy, which tends to impose new logics. For example
international companies; With a higher level of pay, opportunities for training and skills
development, proposals for career development, etc. ; adopt a policy to retain their staff, promote a
culture of belonging. This does not prevent them from engaging social plans to make quantitative
and qualitative staffing adjustments made necessary for economic, organizational or technological
reasons.
Thus, the renewal of generations of leaders with the emergence of CEOs formed in a context
of economic openness and international competition are more receptive to the implications on
human capital and the requirement of a new environment.
However, SMEs suffer from a lack of support for the HR function. This allows us to see, at the
evolution of this function, a gap is widening between the organized and unorganized structures,
which means in practice a two-speed evolution of this function.
processes change over time. Human resources processes are firm specific coordinated
transformational mechanisms that enable information exchange and decision making.
Mckinsey&co and Procter & Ganble for example have known that their profitability depends on
their internal HRM processes that competitors cant initiate. We can say that HRM processes are
set of possible choices, a consequence of actions enabled and constrained by organizational and
cognitive structures. Not only but also, human resources processes focuses on the decision
making patterns norms and values that are permanently improved.
Otherwise, to create value HRM processes should translate business goals into individual
accountability, thus creating long term value for the organization. This is because engaged
employees are able to drive customer loyalty as well as corporate profits through their consistency
and quality of service. Investing in employees performance confirms to the shareholders that you
are concerned with growth and not minimizing costs, which provides a much smaller competitive
advantage. Thus the number one priority for the value-creating HR function is to point to human
capital problems that limit the ability of the firm to achieve important business priorities and can
provide solutions to those problems.
HRM processes lead to enhanced productivity and strategic flexibility, which in turn create
value and enable the firm to carry out its market strategy. So to make it valuable, HRM processes
should respect certain conditions and characteristics, which are : the tacitness (many bundles are
indirectly understood), coordinated & complimentary (the fit between organizational variables),
learning (to acquire more information and skills in order to develop a new cultures organization),
path dependency (to choose the successful past experiences to extend it on the future),
robustness (to be strong in order to face environments change), non substitutability ( to find
substitutes for HRM processes), and finally rarity (choosing the best processes to not be imitated).
Many companies today face a constantly intensified global competition demanding that they
transform themselves and their production on a regular basis. In order to achieve a competitive
position and thereby also survive, companies are dependent on their flexibility and ability to adapt
and respond to the environment.
The factor that can differentiate a company from its competitors whether in services or
products, in the private or public sector is its employees. The quality of the organizations
employees, their dynamism, motivation , and their satisfaction with their jobs and the company all
have a significant impact on the organizations competitiveness, reputation and survival. In other
words, in such a complex environment, people make the difference. Human resources are an
important component in every department of the organization, from finance to sales to customer
service to line management. Managers and supervisors in every department confront human
resource issues every day and are responsible not only for interactions within their own
department, but also interactions between departments. The primary function of human resources
today is to ensure the effective and efficient use of human resources to reach an organizations
goals and objectives.
Using human resources as a competitive advantage means analyzing what factors are
necessary for the organizations long-term success. Relevant areas to review include:
organizational design, key work processes, teams, hiring effective employees, promotion
strategies, defining competencies and performance measures, training and development programs
for current job and preparation for future positions, reward and recognition systems, motivation and
retention, employee perceptions and customer perception of the organization and employees.
Thought the internship I realized in BMCI a subsidiary of BNP Paribas, I have found that the
company ensure that all HR processes fight against discrimination, valuing skills exclusively.
Recruitment is governed by an internal code of ethics and permanent controls that give its place to
Diversity at the time of hiring future employees. Relative to career management, BMCI ensures
that no discriminatory criterion is involved in the different stages of the career employees (annual
evaluation grids, advertisements mobility, selection criteria promotions, access to training, etc.).
Regarding compensation, equal treatment instructions are recalled upstream processes pay for
the entire Group.
However during my internship in a small and medium company, I found that there is a lack of
knowledge in terms of Human Resource Management. They dont have a structured HRM
process, the recruitment process is not structured, career management doesnt exist and even
patterns of the assessment and the appreciation of personal. For those managers HRM is an
expensive investment without benefits. So they just use "the personnel management function,
which is the administrative aspects of Human Resources, which allowed me to note a demotivation
of employees, an increased rate of turnover and more conflicts within the company.
Finally, for achieving a competitive advantage through the employees the company should
trust their workers and give them responsible and challenging assignments, workers in return will
respond with high motivation, high commitment and high performance, making communication
system effective and wide and easy procedures for individuals to raise grievances and receive
reply. Also, the organization should be able to link its strategy to individual objectives.