Best Practice or Best Fit

Boxall and Purcell (2011)

Three levels organisations must consider when deciding upon HR strategy: industry, societal and organisational.

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Newman and Nollen (1996)

Higher financial performance where HR practices were more congruent with local culture.

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Hofstede (1980)

Problem with trying to specify a set of cross-culturally best HR practices due to significant differences in culture amongst countries.

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Pfeffer (1998)

List of High Commitment HR practices, e.g employment security, selective hiring and extensive training

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Becker and Gerhart (1996)

Pfeffer list too much diversity, originally consisted of 16 practices.

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Legge (1978)

Questions the idea of best practice. Best practice for whom?

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Rowley and Lewis (1999)

isolating cultural variables can be difficult.

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Example where employment security not applicable

E.g. Korea during 1997 Asian Financial Crisis, government pressured organisations to abandon lifetime employment schemes.

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Rowley and Benson (2000)

Too simplistic to assume can maintain a competitive advantage whilst competing but operating in the same way.

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Adler et al (1986)

Best practice exists on the macro level, in terms of structure and technology, however, best fit exists in the micro level through dissimilarities in culture.

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Ichniowski and Shaw (1999)

US and Japanese Steel Plants. Where US and Japanese had similar performance, US plants adopt principles evident in Japanese organisations, e.g. employee-driven decision-making, however, adapted principle to be in line with local law and culture.

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Doeringer et al. (2003)

suggests that organisations should emulate a set of core principles and adapt them to the context

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Get Revising

Best Practice or Best Fit

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