It covers the articles: Chadwick (2010), Delery & Doty (1996), Subramony (2009), Van de Voorde et al. (2012), Wright & Boswell (2002). This summary focuses on the Articles and the articles only! The core elements and key points of each article are discussed in detail. This summary contains everythi...
Focus of this paper is on the horizontal fit synergies → interrelationships among the
components of HRM system. These components are usually HR policies and practices.
In the paper, the author argues that synergy in HRM systems can take different forms, and
those differences in form can, in turn, influence HRM system’s effects on organizational
performance.
Determine theoretically the kind of relationship that is expected between the individual
HRM practices
Component = HR practice
There are two ways to improve organizational system’s performance:
First, one can increase the impact of a system as a whole by increasing each component’s
individual e ffectiveness. Since components can serve different functions within systems, this
effort can be enhanced by maximizing each component’s unique effects on performance →
component specialization
● In simple words, this dimension implies that all of the 5 HR practices should maximise
its effect on the performance individually.
Second, one can manage interactions among components in ways that enhance system
performance. SInce a system is a construction of its components, the system’s overall effect
on performance can be increased by 1) by boosting its components individual performance
affects AND 2) by creating efficious interactions among the system’s components.
● In simple words, an effect HRM system depends on the individual optimised HR
practices and their optimized relationship with each other.
component interaction → combination of HRM practices will affect each other. Will the
effect of training and development on organizational performance, will be affected on our
selection practice.
component specialization → includes to what extent HR practices are aimed at achieving a
small or a big goal. You can have a practice particularly aimed at improving a skill (low
component specialization), broader goal of making your employees more productive (high
component specialization).
If multiple practices are not specialized they will have the same effect. This is virtuous
overlaps, two different practices overlap in their process of influencing the same goal.
1
, Articles from lectures
additive effects → if the pie is 100%, then 33,3% is covered by one practice and 33,3% by
the other and 33,3% by another practice.
● virtuous overlaps (integration) approach
Build on the assumption that HRM
practices can be mutually reinforcing to
such a high degree that their interactions
are primary determinants of HRM system
effectiveness. In other words, this
approach assumes that the degree to
which interrelated HRM practices
function jointly determines system
effectiveness and the effects of individual
practices are much less important to
HRM system effectiveness.
● independent (independence) effects
approach
Each HRM practice and its effect has its
own relationship with organizational
performance. Whether practices interact
is not pertinent to their effectiveness as a
system. Thus the independent approach
emphasizes separately optimizing each
HRM practice (not cover the same) in
order the achieve a universal
organization goal.
● efficient complementarities (configuration) approach
HRM practices will moderate the relationship between a firm’s other HRM practices
and performance. An arrangement of HRM practices exist that will lead to high firm
performance. In efficient complementarities, HR practices are aligned with each
other to capture desirable interactive effects. In this case, HR practices among each
other can work as a mediator or moderator.
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