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

Posted: 30 Nov 2004

See all articles by Peter Bamberger

Peter Bamberger

Technion-Israel Institute of Technology - The William Davidson Faculty of Industrial Engineering & Management

Avi Fiegenbaum

Technion-Israel Institute of Technology - The William Davidson Faculty of Industrial Engineering & Management

Abstract

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.

Keywords: Human resource strategy, strategic human resource management, fit, performance

Suggested Citation

Bamberger, Peter and Fiegenbaum, Avi, The Role of Strategic Reference Points in Explaining the Nature and Consequences of Human Resource Strategy. Available at SSRN: https://ssrn.com/abstract=624922

Peter Bamberger (Contact Author)

Technion-Israel Institute of Technology - The William Davidson Faculty of Industrial Engineering & Management ( email )

Haifa 32000
Israel
972-4-829-4510 (Phone)

Avi Fiegenbaum

Technion-Israel Institute of Technology - The William Davidson Faculty of Industrial Engineering & Management ( email )

Haifa 32000
Israel

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