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The Role of Strategic Reference Points in Explaining the Nature and Consequences of Human Resource Strategy by Peter Bamberger; Avi Fiegenbaum is a Business, Management and Accounting article available to read on EtoBox.

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We examine how managers use strategic reference points (SRPs) or benchmarks to guide their strategic decision making with regard to human resource (HR) issues and how these benchmarks can affect the performance-based consequences of such decisions. After describing the reference points that are relevant to the HR system, we develop propositions regarding the likely configuration of such reference points and their impact on the nature of HR policies and practices. We also explain how the management of SRP fit and consensus can reduce the likelihood that HR policies and practices will have a negative effect on a firm's performance. Organizationwide implications are discussed. Benchmarking, the continuous measurement of products, services, and practices against the toughest competitors or those companies regarded as the practice or industry leaders, is rapidly becoming a widely adopted management tool (Elnathan & Kim, 1995). It can be applied to a wide range of organizational systems and has been recognized by human resource (HR) managers as an "exemplary HR practice" (Glanz & Daily, 1992: 9). Unlike HR auditing, in which checklists and indexes are used to measure the effectiveness of

Who reads The Role of Strategic Reference Points in Explaining the Nature and Consequences of Human Resource Strategy?

Author

Peter Bamberger; Avi Fiegenbaum

Publisher

Academy of Management

Published

1996

Language

EN

Field

Business, Management and Accounting (Social Sciences)