The role of strategic reference points in explaining the nature and consequences of human resource strategy

Peter Bamberger, Avi Fiegenbaum

Research output: Contribution to journalArticlepeer-review

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.

Original languageEnglish
Pages (from-to)926-958
Number of pages33
JournalAcademy of Management Review
Volume21
Issue number4
DOIs
StatePublished - Oct 1996

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