Article2005

Toward a strategic human resource management model of high reliability organization performance

136 citations0/0 files storedThe International Journal of Human Resource Management

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Human Resource and Talent Management Job Satisfaction and Organizational Behavior Team Dynamics and Performance

Abstract

In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioural approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviours (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 behavioural approach offers SHRM scholars an opportunity to explain how people contribute to specific organizational goals in specific contexts and, in turn, to identify human resource strategies that extend the general high performance human resource strategy (HPHRS) in new and important ways.

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References

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Cited by

2011Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework 2019Developing resilient supply chains: lessons from high-reliability organisations 2008Innovative human resource management and corporate performance in the context of economic liberalization in India 2019The Transformation of Human Resource Management and Its Impact on Overall Business Performance: Big Data Analytics and AI Technologies in Strategic HRM 2005New models of strategic HRM in a global context

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