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From Human Resource Strategy To Organizational Effectiveness: Lessons From Research On Organizational Agility, Lee Dyer , Richard A. Shafer
From Human Resource Strategy To Organizational Effectiveness: Lessons From Research On Organizational Agility, Lee Dyer , Richard A. Shafer
Lee Dyer
As a field of study and practice, strategic human resource management (SHRM) has come a long way in recent years. Still, at this point, the domain incorporating and connecting human resource strategy (HRS) and organizational effectiveness (OE) is essentially a theoretical and empirical "black box". Here we use our ongoing research on people in agile organizations to peer into this "black box" and draw implications for future theorizing and research. Suggestions are made for reconceptualizing OE, incorporating organizational capability as a key concept, taking a broader than usual view of HRS, and systematically assessing vertical and horizontal alignment of HR …
Toward A Strategic Human Resource Management Model Of High Reliability Organization Performance, Jeff Ericksen, Lee Dyer
Toward A Strategic Human Resource Management Model Of High Reliability Organization Performance, Jeff Ericksen, Lee Dyer
Lee Dyer
In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest that they are especially valuable to reliability seeking organizations that operate under “trying conditions”. We then develop a reliability-enhancing human resource strategy (REHRS) likely to facilitate the manifestation of these ROEBs. We conclude that the behavioral approach offers SHRM scholars an opportunity to explain how people contribute to …