strategic human resource management case study with solution

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Strategic HRM in Practice: Case Study

G’s fresh group and the farm of the future.

This is the latest case study in our Strategic HRM in Practice project which aims to research whether and how employers are making a strategic approach to people management a successful reality in today’s fast moving and challenging contexts. Our qualitative case study work on this project has been designed to address the ‘how’ questions in this research: How did you develop the HRM strategy? How did you decide what to include and prioritise? How well is it working in practice? How can it be improved?.

The original research included five case study employers from different sectors and the varied methods they are using to achieve a return on their investments in staff. We are now incrementally adding new cases to further illustrate different and evolving strategic approaches to people management.

This new report features G’s Fresh, one of the UK’s largest fresh food growers. The farming sector is not perhaps the first place you might look for examples of leading-edge, strategic HR management practice, with a popular image of small-scale production and low cost, often migrant labour. G’s Group, a £500 million turnover, fully vertically integrated, major group of family farming businesses, very much belies that image with an innovation and technology led, but most of all people and purpose-focused, approach.

With over 7000 employees at peak harvest periods, the Group HR function has used its expertise in successfully planning and delivering a labour supply, overcoming challenges such as the current lockdown, to lead in the delivery of  the group’s ‘PPV’ (Promise, Philosophy and Values) which underpins their business and HR success. The HR team have grabbed the opportunities to challenge and change the Group culture, to drive the farming of the future agenda; and to improve the image of the Group and the wider sector as an employer and community partner, becoming a national leader in their ethics and anti-slavery activity.

As Beverly Dixon, Group HR Director, told our researchers:

‘Farming today is an innovative and capital-intensive industry, but it has not been seen as a great place to work. We are changing that and traditional opinions and practices, growing through a balance of in-house development and recruitment from outside the sector to get the best out of our people, to their benefit and that of all of our stakeholders.’

We will be updating this case study later in the year to reflect how G’s HRM strategy has adapted to the current Covid-19 crisis.

Publication details

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• Work for employers
• The HR function
• HR capability development
• World-class HR

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Implementation of strategic human resource management practices: a review of the national scientific production and new research paths

Revista de Gestão

ISSN : 2177-8736

Article publication date: 14 May 2020

Issue publication date: 22 July 2020

The strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).

Design/methodology/approach

Taking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.

Between 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.

Research limitations/implications

There is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.

Practical implications

This way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.

Social implications

In the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.

Originality/value

The interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hall et al. (2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.

• Strategic human resource management
• Implementation
• Blibliometry

Castro, M.V.d.M. , de Araújo, M.L. , Ribeiro, A.M. , Demo, G. and Meneses, P.P.M. (2020), "Implementation of strategic human resource management practices: a review of the national scientific production and new research paths", Revista de Gestão , Vol. 27 No. 3, pp. 229-246. https://doi.org/10.1108/REGE-10-2018-0102

Emerald Publishing Limited

Copyright © 2018, Marcus Vinicius de Miranda Castro, Mariana Lopes de Araújo, Andréia Miguens Ribeiro, Gisela Demo and Pedro Paulo Murce Meneses

Published in Revista de Gestão . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

The strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research field and practice in business administration ( Kaufman, 2015 ). Its academic relevance has been gaining a growing international emphasis, considering the importance of the strategic performance of human resource management (HRM) ( Jackson, Schuler, & Jiang, 2014 ).

It is possible to define SHRM as the vertical connection between HRM practices and the organizational strategy and horizontally as the congruence amongst the several procedures of human resource practices ( Wright & McMahan, 1992 ). It can also be understood as the HRM integrated to the strategies of the organization, aligned with HRM policies that are consistent with the different HRM units and with the several hierarchical levels, being accepted and used by managers and employees ( Schuler, 1992 ).

The combination of such concepts enables us to conclude that SHRM approaches – at the macro level – are the integration between the several HR functions among themselves and the strategic goals of the organization ( Schuler, 1992 ; Wright & McMahan, 1992 ; Wright & Snell, 1991 ). Managing the contributions of collaborators and the strategic goals of the organization through initiatives that comply with environmental contingencies and coordinating horizontally the performance of each one of the subsystems of human source management is the goal of this new performance dynamics ( Hendry & Pettigrew, 1990 ; Jackson, Schuler & Rivero, 1989 ; Wright & McMahan, 1992 ; Wright & Snell, 1991 ).

With this new performance approach of the human resource area, the scientific field of SHRM has diversified notably since seminal studies until the most recent developments identified. Furthermore, we observed more complex studies through the inclusion of new organizational variables, which are determinant to the better understanding of this search field according to Lengnick-Hall, Lengnick-Hall, Andrade & Drake (2009) . The authors identified the seven main themes regarding SHRM and described the main thematic fields explored in the studies carried out by them, besides pointing out the timeframe in which the changes occurred. Such information is summarized in Figure 1 .

Among the themes, it is possible to emphasize “Achieving HR implementation and execution” because according to the authors, even after decades of developing the field, there is still a lot to know about the role of policy implementation and strategic practices of human source management and its relationship to organizational performance, considering that most studies were still not able to justify the importance of the personal unit to the accomplishment of strategic goals. This way, we emphasize the importance of understanding the policy implementation process and strategic practices of human resource, such as the aspects that enable an effective implementation of SHRM; otherwise, the HR field will continue to be seen only as an administrative field – playing a functional and supporting role.

In the Brazilian scientific context, some theoretical reviews carried out in the country – with a more generic approach – indicate the theme related to implementation of policies and practices of strategic human resource management as a promising source of research in Brazil (e.g. Armond, Côrtes, Santos, Demo, & Meneses, 2016 ). However, it was not possible to locate any previous bibliographic research emphasizing the implementation of SHRM.

In order to fill such gap, the purpose of our study is to identify and characterize the studies developed in the field of implementation of HR strategic practices between 1997 and 2017. This way, we intend to describe methodological, demographic and content patterns of the national scientific production between 1997 – the year in which the emergence of the first editions of the journals analyzed herein occurred – and 2017, when the study was finally concluded. Likewise, the other purpose of this review is to present the institutionalization of the research on the theme in Brazil and the relationship network among research institutions. Finally, the outcomes presented supported the proposition of a study agenda that indicates new research paths regarding the implementation of SHRM policies and practices.

Strategic human resource management and its implementation

The interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented ( Truss & Gratton, 1994 ). As reported by Kaufman (2015) , some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization ( Guest, 1987 ). Such premises are associated with the SHRM perspective proposed by Wright & Snell (1998) , in which the authors claim that the main role of HR is to implement organizational strategies.

Lengnick-Hall et al. (2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic HRM, specifically regarding the vertical and horizontal alignment of HR systems. The way through which organizations place HR policies and the need to measure the effective horizontal alignment of their adjustment initiatives are also mentioned as relevant issues. As reported by Armond et al. (2016) , the most popular approaches related to the integration of the business strategy to HR policies stem from a rational perspective, from normative models that define how HR policies can be integrated to the reached development stage, as well as the strategic guidance adopted by the organization. In this context, SHRM aims to analyze how work relations are managed according to goal achievement because people and their interactions are essential to the accomplishment of organizational goals ( Legge, 2006 ). Literature divides the SHRM study into three different theoretical perspectives as follows: universalist, contingency and configurational ( Delery & Doty, 1996 ). In the first perspective, the improvement of the outcomes of an organization is associated with the implementation of a specific group of best practices for the HR strategic planning ( Huselid, 1995 ; Huselid, Jackson, & Schuler, 1997 ). Following this line of reasoning, some HR practices will always be considered better than others, and all organizations should adopt them. In order to escape from the prescription proposed by the universalist perspective, theorists that support the contingency approach ( Fombrun, Tichy & Devanna , 1984 ; Schuler & Jackson, 1987 ) claim that, in order to become successful, HR policies must be aligned with the other aspects of the organization, such as different strategic positions. Finally, in the configurational perspective ( Delery & Doty, 1996 ; Miles & Snow, 1984 ; Wright & McMahan, 1992 ) there is a pattern of actions that provides superior outcomes whose ideal model would be the one presenting a higher level of horizontal alignment among HR subsystems. To identify and recognize each of the theoretical perspectives is important in order to contribute to the development of the theoretical framework regarding SHRM ( Delery & Doty, 1996 ).

Accordingly, Guest (1987) defends the existence of four main objectives pertaining to HRM – integration, employee commitment, flexibility and quality. Three of them are particularly relevant to the successful implementation of HRM according to the author. In order to achieve integration, it is necessary to establish coherence between HR and the strategic plans of the organization, the coherence of HR policies among themselves, besides the internalization of the importance of HR by managers, which would enable the implementation of strategic plans. In order to achieve commitment, it is necessary to pursue HR policies that emphasize compatible behavioral values in order to adjust the organizational culture. Finally, in order to achieve flexibility, the organization must avoid strict, hierarchical and bureaucratic structures, while providing organic structures that enable project management and stimulating the action of agents of change among managers. Another premise is the need for decentralization and control delegation through a careful design of job positions ( Guest, 1987 ).

The effective implementation of HR practices can, therefore, improve significantly the operational and financial performance of an organization. Improvements in productivity, reduction of turnovers, growth in sales and higher profits are associated with the use of HR practices, such as performance-based remuneration ( Huselid, 1995 ). Besides, the implementation of technical and strategic HR practices has already been empirically tested; the outcomes indicate that most companies are successful when implementing technical HR practices, such as security and clearing companies. However, in the companies in which practices considered strategic (e.g. employee empowerment, managerial involvement and development) were effectively implemented, the impact on the organizational outcomes was significantly higher ( Huselid et al. , 1997 ; Costa, Demo, & Paschoal, 2017 ).

It is also possible to identify a consonance between the previous models and the one by Appelbaum, Bailey, Berg & Kalleberg (2000) , which establishes a relationship between the achievement of higher organizational results to the confluence of three interdependent factors – ability (A), motivation (M) and opportunity (O). The authors claim that the gathering of the three factors contribute to a better performance of collaborators and consequently better organizational results.

Even in successful organizations, the implementation of HRM practices frequently presents dissonances between what is intended and what is effectively implemented ( Truss, 2001 ). However, when there is an agreement among HR professionals on the identification of intended HR practices, there is a higher chance of coherence between what is planned and what is effectively implemented. The reduction of such gap stems from a harmonization of the HR area perceived by other collaborators, which results in clearer development processes and practices. Studies on the theme are still scarce and tend to address the sense of responsibility to line managers ( Piening, Baluch, & Ridder, 2014 ).

The tridimensional model by Gratton & Truss (2003) presented the following deciding elements to obtain an effective HR strategy: (1) alignment between HRM and definition of strategic goals; (2) alignment among individual HR policies and (3) implementation of HR practices. In this context, the implementation of HR represents the degree to which practices are carried out by the line managers and employees of an organization. There are also several social factors that influence the implementation of HR practices. The model of the social context of HR systems suggests that organizational values, beliefs, attitudes and political considerations exert a significant influence ( Ferris et al. , 1998 ).

The role of line managers in implementing HR practices was the central piece of a model developed by Sikora and Ferris (2014) , who identified some influencing factors related to the ability and willingness of line managers to implement HR practices in the organization –social interactions, organizational culture, organizational environment and political considerations. Such factors also influence other outcomes, such as employee turnover, job satisfaction and job performance. In this sense, before the several factors that can interfere in the process of implementation, studying such themes while taking into consideration the Brazilian reality is important in order to evaluate the contextual aspects of the country and their influence on SHRM issues.

Method, procedure and research techniques

We adopted herein bibliometrics as methodological approach in order to present the way through which knowledge is screened, promoting the content analysis of research in business administration in Brazil. Bibliometrics is especially relevant to the analysis of scientific production of a country by presenting the development of a certain knowledge idea and identifying theoretical and empirical gaps ( Araújo & Alvarenga, 2011 ), and quantifying the existing patterns in determined study areas ( Pritchard, 1969 ; Tague-Sutcliffe, 1992 ).

We established, therefore, some criteria in order to parameterize the selection of journals and the bibliographic search in addition to the analytical dimensions that enable the classification of the articles of the sample. The selection of national journals was restricted to the ones classified by the CAPES system as B2, B1 or A2 according to the Qualis [2] (2016) evaluation cycle and pertaining to business administration areas. The superior quality of these journals reflects the academic relevance they have in this specific research field in Brazil. Thus, we seek to evaluate if the implementation issue is relevant in the national scientific scenario. Despite the connection between HRM and psychology, we decided to limit the search to business administration journals, on the one hand, because of the focus of implementation on the organizational context, and, on the other hand, because most psychological studies tend to focus on the individual per se.

Therefore, the 32 journals that compose the research database were as follows: Brazilian Administration Review (BAR), Brazilian Business Review (BBR), Cadernos EBAPE.BR (FGV), Organizações e Sociedade (online), Revista de Administração Contemporânea (RAC), Revista de Administração de Empresas (RAE), Revista de Administração Pública (RAP), Revista de Administração (RAUSP), Revista Brasileira de Gestão de Negócios, Revista de Administração e Contabilidade da Unisinos (BASE), Gestão & Produção (UFSCAR), Revista de Administração e Inovação (RAI), Revista de Administração Mackenzie (RAM), Revista de Administração da UFSM (REA), Revista Eletrônica de Administração (READ), Revista Eletrônica de Ciência Administrativa (RECADM), Revista de Gestão (REGE), Revista de Ciências da Administração, Revista Portuguesa e Brasileira de Gestão, Revista Economia & Gestão (E&G), Revista de Administração (FACES), Gestão & Planejamento, Gestão & Regionalidade, Organizações Rurais e Agroindustriais, Revista de Administração da Unimep, Revista Desenvolvimento em Questão, Revista do Serviço Público, Revista Eletrônica de Estratégia & Negócios, Revista Iberoamericana de Estratégia, Revista Organizações em Contexto, Revista Pretexto and Teoria e Prática em Administração.

We used the search platforms provided by the journals, and we verified the presence of the following expressions – as well as their combination – in the title, abstract or keywords: gestão estratégica de pessoas, implementação, administração de recursos humanos estratégica, implementação, gestão de pessoas, implementação, recursos humanos, implementação, strategic human resources and implementation.

The chosen descriptors were used due to the recurrence observed in the keywords of the articles during the bibliographic search carried out when elaborating the theoretical framework of this study. We did not use a time filter because there were no other reviews containing the implementation of SHRM policies and practices as the main focus. This way, we conducted a search in every edition of the journals analyzed since their first publication in Brazil. After obtaining an initial sample of 25 articles, we carried out a more specific analysis, in which we read carefully the abstracts, the keywords and in some cases the entire article in order to eliminate articles that did not address implementation as the focus of the study.

After this selection procedure, we obtained 19 articles that could be categorized in the following analysis segments: identification and demography (journal, year, quantity, authors that publish the most and affiliation), methodology (type of study, number of organizations analyzed and economic sector), procedures and techniques (analysis and data collection techniques) and institutionalization of the scientific production (existence of research groups and networks among them) regarding the implementation of SHRM in Brazil.

Finally, on the Lattes platform, we looked for research groups that were involved with the theme through the search engine of the respective directory by searching the expression “implementation of strategic human resource management” [3] . There was no research group found under such expression. Due to the inexistence of research groups focused exclusively on implementation, we searched the expression “strategic human resource management” [4] . As result, we found 14 research groups, whose affinity to the specific theme of our study supports the analysis of their scientific production.

Next, we identified the institutional affiliation declared by the authors of the articles reviewed. Consequently, we used the software UCINET to establish eventual networks used in the elaboration of the articles. The identification of networks was accomplished in order to evaluate how much the theme appealed researchers and academia to an extent that could motivate the creation of study partnerships.

Results and discussion

In this session we will present the outcomes related to the theme “Implementation of Strategic Human Resource Management” based on the analysis and identification of the characteristics of the 19 articles that represent the sample. Regarding the demography of the articles reviewed herein, from the 32 journals researched, we found only 11 results for the submitted search, as shown in Table 1 .

Considering that our study encompasses 20 years of scientific production and that we analyzed the production of 32 journals, it is worth observing that the implementation of SHRM is still struggling for a space in the national academia. Such outcome reflects the lack of studies focused on this specific field of the Business Administration area, which is in line with the affirmations by Lengnick-Hall et al. (2009) and Armond et al. (2016) .

The data shown in Table 2 also emphasize the number of articles found in the 11 national journals indicating that most part of the publications are accomplished by RAC, RAM, RAE and Revista de Ciências da Administração, whose Qualis classification ranges from A2 to B1. There are, therefore, 12 articles (64%) published by the aforementioned journals, which represent most of the studies that approach the theme during the selected date range. The journals with less publications on implementation of SHRM presented the same percentage of articles (5%), which corresponds to one article published in the selected date range.

It was also possible to determine the distribution of article production on the theme over the years since the emergence of each one of the journals until the year that data were collected for this study (2017). The production presented a reasonably homogenous pattern, except for the years 2005 and 2008, in which no frequency peaks were observed, and the years 1999, 2002, 2003, 2004 and 2009, in which no article was found. However, it was possible to observe at least one article published per year on the theme in Brazil, considering the 20-year range used herein.

A complementary analysis indicates the proportion of institutions involved in the publications. According to Figure 2 , the most participative institution is USP (Universidade de São Paulo), which was present in seven (37%) publications on the theme, followed by FGV-SP, with four (21%) studies and UEL, with two (7%). It is worth highlighting, however, the local predominance of the studies on implementation of SHRM in the state of São Paulo.

Besides, according to Figure 2 , one can observe that the theme was scientifically researched by several different institutions ( Figure 3 ), even though the individual production is quantitatively scarce. Regarding the institutional origin of the authors, 19 educational institutions contributed to the production of the sample analyzed herein. From these, 16 participated in the production of only one article on the implementation of SHRM in organizations, whether individually or through establishing a relationship with authors from different institutions. It is possible to deduct that the study on the theme is more concentrated in a few institutions (three), while being still little explored by others.

This way, in order to represent the national productivity on the theme in Brazil – in addition to the institutions involved in the publications – we identified some Brazilian research groups that focus on publications regarding the specific theme brought herein. In order to meet such goal, we used the directory of research groups provided by the website of Plataforma Lattes [5] regarding the “Implementation of SHRM practices and policies” [6] . The only result was the one related to “Strategic Personnel Management” [7] , in which 15 certified and valid research groups were found all operating in the business administration field. In this sense, we could also obtain further information on these groups, such as the year of creation, the name and the institutional origin.

According to our search carried out in the directory, the first research group created focused on the theme “Gestão de Pessoas e Gestão do Conhecimento nas Organizações” and the second “Gestão Estratégica de Pessoas”; both created at the Universidade de São Paulo (USP) in 2002 and 2004 respectively. In the upcoming years, the development of research groups started to intensify, especially over the last five years, showing a significant increase from 2013 onwards, which expanded the research on the theme due to the participation of other institutions.

It is possible to establish the existence of a relationship between the pioneer spirit of the Universidade de São Paulo during the creation of the first two research groups on SHRM and its prominence as the institution most involved in publications ( Table 2 ), considering that four from the seven articles published by USP stem from these two research groups, which were created before other groups, and therefore gather more information on the subject.

Nevertheless, in order to understand the relationship between the other universities and the production in Brazil, in addition to the search on the Plataforma Lattes regarding research groups, we also took into consideration the creation of network of relationships based on research partnerships and the elaboration of scientific studies located during the bibliographic review. In order to fulfill such objective, we used the software UCINET to create Figure 3 , in which we identify the relationship between each one of the institutional origins of the authors and the articles identified.

Regarding the institutionalization of the research, it is worth highlighting the increase of research groups in Brazil, which was intensified over the last five years, entailing the expansion of research possibilities regarding the implementation of SHRM. In relation to the institutional origin of the articles, the network indicates a centralization toward USP and the existence of a few decentralized subnetworks, which can be a barrier to the consolidation of the scientific field regarding the implementation of SHRM.

The analysis of Figure 3 highlights the predominance of articles originated from USP, which emphasizes USP as the university that publishes the most. It is also possible to notice the decentralized presence of other subnetworks that are not connected among themselves. Among the groups identified in the directory, it is possible to realize that not all articles analyzed in the study sample originated from research groups. In the study sample, there were some institutions – from which articles were published – that were not related to any research group. These outcomes indicate that the institutionalization is not accomplished solemnly through research groups; there are some authors that are no active members of any group.

The results show a convergence regarding the gap pointed out by the authors; i.e. it is still a little-explored theme with great research potential. In this sense, the institutionalization of the theme in Brazil reflects a reasonable number of subnetworks, which demonstrates a decentralized study field and a possible spread of the theme throughout the national territory. However, the rare connections among institutions can indicate a difficulty in converting the themes, leading to barriers to the consolidation of SHRM as research field in Brazil.

When analyzing the methodological aspects of the articles reviewed herein, the publication of theoretical and empirical studies is the one that stands out (17 articles; 90% of the sample). The other outcomes are presented in Figure 4 .

We identified the use of case study (15 articles; 79% of the sample); documentary research (8 articles; 42% of the sample); survey (3 articles, 16% of the sample), one literature review (5%) and one article that adopted phenomenology (5% of the sample) as research methodology. Even though case study was the most used methodology, it is necessary to consider the triangulation as a research method, a practice commonly adopted in – but not restricted to – qualitative studies through the combination of different methodological approaches or different data collection techniques or data analysis (Tran, 2015). In our analysis, it was possible to observe the use of triangulation of qualitative methods in 10 articles (63% of the sample).

Hence, although the techniques are different in terms of proportion, it is possible to consider that, in many cases, they were used jointly. In our analysis, the case study and documentary research were the most used combined methods (7 articles); documentary research was used mostly in a complementary way. The survey was used as a complementary approach in two articles.

Literature evaluates the studies on the field of implementation of SHRM as still in its early stage ( Lengnick-Hall et al. , 2009 ; Jackson et al. , 2014 ). Due to the character of the phenomenon, the qualitative approach is the mostly used methodology, and the recurrent adoption of case studies is the mostly used method. According to Delery & Doty (1996) , the theoretical advances in the field of SHRM lead to the adoption of a contingency and configurational perspective, in which the predictability of the phenomenon is attached to circumstances of each case. The predominance of case studies in our sample can, therefore, indicate the only way of conducting a field research in this specific area. Moreover, considering that the phenomenon is qualitative, i.e. depends not on the sensibility but on the interpretation of the researcher, it is more viable to observe and understand specific cases that are already known or at least closer to the reality studied ( Denzin & Lincoln, 2005 ).

According to the methodological typification in Table 3 , the articles analyzed are predominantly qualitative (14 articles; 74% of the sample); three articles are quantitative (16% of the sample) and only one presents both quantitative and qualitative approaches (5% of the sample). Such finding highlights the need to deepen the subjective analysis on a theme still little explored in the national context. Regarding the economy sector, most of the studies focused on the private sphere – 12 private institutions (63% of the sample) were studied, while five (26%) approached the public sphere; it was not possible to find in the sample an article that analyzed neither the two sectors concomitantly nor the third sector, which presents certain specificities that deserve extra attention. Consequently, there is a lack of comparative studies on the implementation of SHRM practices in the three above-mentioned contexts.

The predominance of investigating private organizations reflects a tendency of accomplishing studies in this sector, considering that SHRM originated first in private organizations ( Jackson et al. , 2014 ), only later in the public sector ( Brown, 2004 ). However, it is known that currently most part of the difficulties resulting in the implementation deficit of strategic HR practices are caused by contextual factors, which are beyond the scope of the HR area ( Ferris et al. , 1998 ; Legge, 2006 ; Côrtes & Meneses, 2017 ). Therefore, the production of studies in the public area also contributes to the investigation of the theme by exploring different – and potentially complementary – contexts in order to fill the eminent gap regarding implementation.

We identified that the institutions that mostly publish articles on the theme – USP, FGV-SP and Universidade Estadual de Londrina – focus the investigation on the private sector, and studies that approach the public sector are accomplished by the institutions Fundação Joaquim Nabuco (Fundaj), UFPE, UnB, UFF, UNISINOS and UFPB; we found the publication of one article per institution and we also identified a partnership between UnB and UFF in one study. Among other factors, the predominance of one or other sector of the economy can be attributed to the geographic location of the educational institutions and the existence of eventual partnerships with public or private organizations in the region.

Regarding the predominance of case studies, it is important to mention that most of the articles showed a single case study (47%) despite the occurrence of multiple case studies, in which three or more organizations were analyzed. It is worth to point out that two studies were considered theoretical, while one of the articles of the sample did not specify the number of organizations analyzed in the empirical investigation.

With regard to the procedures, we identified data collection and data analysis techniques related to theoretical and empirical studies. Interviewing was the most used data collection method (used in 13 articles; 68% of the sample), followed by documentary analysis in eight articles (42%) and observational research in five articles (26%). The other techniques and their percentages are presented in Figure 5 .

In line with data collection, the mostly used analysis was the content analysis – present in 15 studies (79%) –, followed by descriptive statistics analysis in only one article (5%) and inferential statistical analysis, also in only one article (5%). It is worth emphasizing that two studies used both descriptive and inferential statistical analysis. The percentage of the mostly used analysis is presented in Figure 6 .

From all studies that applied the content analysis technique, 13 (68%) obtained data through the accomplishment of interviews conducted with different organizational players, who were in different hierarchical positions and organizational units. It was also possible to observe that seven studies (37%) encompass different hierarchical levels, considering not only the shareholder composition but also more technical levels. There are still five studies (26%) that took into consideration the information obtained exclusively from higher hierarchical levels, such as the presidency of the organization or top-level management in order to provide a more historical and strategic view of the phenomenon. Regarding the organizational units identified herein, two studies (11%) collected information from the organization as a whole in order to analyze the perception of the organization regarding the human resource area or even still their own practices. Besides such perspective, three studies (16%) focus exclusively on one specific HR unit; one of them focuses on quality of working life (QWL) and the other on the implementation of competency management.

Finally, we emphasize the predominance of data collection through the interviewing technique and the subsequent content analysis, which confirms the tendency of theoretical and empirical studies of the SHRM area toward qualitative research, as pointed out by Armond et al. (2016) and Meneses, Coelho, Ferreira, Paschoal & Silva (2014) . Regarding the methodological approach, we highlight the use of case study and documentary research with a predominance of interviewing and content analysis techniques as data collection and analysis methods respectively. Besides, most studies can be considered predominantly qualitative and focused on the private sector, considering the analysis of only one organization or more significant quantities (between 20 and 100).

Regarding the content of the 19 articles of the sample, it is important to emphasize that the implementation theme was approached in a particular way in each one of them, even though it is possible to observe a predominance of studies that evaluated the implementation of strategic practices of competency management (8). Such predominance is in line with the studies of Armond et al. (2016) .

It is also noteworthy the occurrence of studies whose main purpose was the effective implementation of SHRM in private and in public organization, analyzing the effective adoption of practices, which occurred in three of them. There were other articles that chose to adopt a more critical perspective of the implementation phenomenon in order to evaluate a possible existence of a distance between acts and discourses in this process. There are also articles that explore the alignment between specific subsystems of HR and organizational strategy –more specifically the performance management and quality of working life.

Additional themes were also approached by at least one article, such as the role played by the leader in implementing SHRM ( Pires Giavina Bianchi, Quishida, & Foroni, 2017 ), which is a critical success factor pointed out by Kaufmann (2015) in terms of adoption of strategic HR models; the importance of taking into account institutional factors and their influence on the implementation of SHRM; the contribution of strategic HR to organizational results ( Santos, Carpinetti & Gonçalves, 1997 ), which is in line with the study of Gratton &Truss (2003) and the impacts of technology on the implementation of SHRM, which is also emphasized by Lengnick Hall et al. (2009) as one of the most promising elements of the SHRM field over the next years. The diversity observed in the articles is one more sign that the field study in Brazil still lacks consolidation and further development, considering there is no evidence of studies out of a specific theme, except for competency management. However, it is possible to state that the themes approached by the articles are in accordance with SHRM international literature.

Among the eight studies whose basis was the competency management, one of them proposes a model and evaluates its implementation in a private company. Despite emphasizing positive elements pointed out from managers' perspective, the study punctuates the need to monitor difficulties and outcomes achieved, besides the need to replicate such model in different companies ( Dutra, Hipólito, Monteiro, & Silva, 2000 ). When conducting an investigation that takes into account the HR managers' perspective, a study accomplished by Cardoso (2006) adopted a new perspective of the phenomenon of competency management while evaluating the functioning of remuneration systems based on abilities and skills, emphasizing the positive effects of the existence of the strategic approach, stimulation of individual performance and stimulation of the improvement of professional competencies. The author highlights, however, the need to evaluate cultural factors of companies before determining the remuneration system to be adopted; such remark is also found in international literature ( Guest, 1987 ; Ferris et al. 1998 ; Kaufman, 2015 ).

Also associating competency management to other HR subsystems, Benetti, Girardi, Dalmau, Melo, & Parrino (2007) evaluated the possibility to evaluate competency-based performance in a private company operating in the health sector in order to support the conception of career plans in the organization. They concluded that it was possible to make such performance evaluation, even though the study did not monitor the implementation process. Pointed out by Dutra et al. (2000) as a premise to make a good evaluation of the implementation of competency management, the monitoring of the postimplementation period was the strategy adopted by Munck, Munck & Souza (2011) to evaluate the repercussions of the implementation process (10 years after the implementation) of a competency management program in a company operating in the telecommunications sector. For this purpose, it was necessary to establish a process of validity check that demonstrated operational problems of the models, difficulty to understand the concepts and obstacles related to the management, which led to a reduced credibility to guide other HR processes. Such findings are in line with Truss (2001) , who believes that having clarity in the practices developed is the premise for a successful implementation. Furthermore, according to the authors, cultural and structural changes that support the model cannot be neglected; the results corroborate the priority defended by Guest (1987) and structural and cultural aspects related to implementation.

In a different study ( Appel & Bitencourt, 2008 ), the emphasis was placed on the difficulties related to the Brazilian law – more specifically, on labor legislation and on the need that the institutionalization of competency management models in Brazil occurs with the support of a more adequate normative context. One of the seminal authors of SHRM ( Legge, 2006 ) defends a similar idea and gives relevant importance to work relationships for the fulfillment of organizational goals. When the focus relies on small-sized companies, as that of the study by Cassandre, Endrici & Vercesi (2008) , new challenges to implementation are perceived, such as structural fragmentations that compromise the implementation unit and the absence of strategic alignment. Consequently, in the analyzed case, implementation occurred only partially and focused on short-term commitments, which are different from the principles set out by SHRM experts ( Schuler, 1992 ; Wright & Mcmahan, 1992 ; Wright & Snell, 1991 ).

When accomplishing an analysis based on case studies carried out in the public sector, Silva, Mello & Torres (2013) pointed out a few individual and institutional obstacles that can compromise the implementation of competency management. According to the authors, psychological factors, such as perceptions, reactions, values and beliefs of managers and collaborators interfere negatively with implementation; in the organizational sphere, culture and organizational environment present a negative interference, in addition to external factors related to the economic scenario. Taking into account the premise that the development of individual competencies contributes to the emergence of collective or institutional competencies, Lima & Silva (2015) accomplished a study at the Universidade Federal de Campina Grande in which the authors concluded that the absence of team unit limits the development of collective competencies due to the fragmentation of activities and the lack of integration among coordinators.

The outcomes of the studies indicate a predominance of the establishment of obstacles to implementations and difficulties still to be overcome. The successful cases presented refer to models that have not been tested yet and still depend on a systematic evaluation made over time. Such panorama seems to have influenced the accomplishment of studies, such as the one of Lacombe & Tonelli (2001) , which classified more than a hundred Brazilian companies according to the functions of human resource areas as follows: the ones more related to an operational approach; the ones more related to strategic alliances and the ones that present a more competitive approach. However, the ambiguity found in the concepts that differentiate one from the other and the difficulty to evaluate in more detail each one of the practices related – due to the qualitative approach of the study – hampered testing the reliability of the answers obtained; i.e. to which extent are practices mere prescriptions made by the senior management, which are different from the practices effectively adopted? Such difficulty is also mentioned by Lengnick-Hall et al. (2009) , who suggest the need to accomplish qualitative studies in order to better evaluate the implementation of SHRM. Such distance between discourse and practice tends to be mitigated when the HR unit operates in a strategic way. According to Neves de Moura & Souza (2016) , the skills of HR professionals and cultural heritage of organizations also play an important role in the Brazilian public sector, which affects practices and results effectively obtained, regardless of the speech adopted.

In conclusion, keeping in mind the gaps observed by Lengnick-Hall et al. (2009) , our study analyzed the research on the theme implementation of policies and practices of SHRM in organizations. The results are in accordance with international studies and highlight the fact that it is still a little-explored theme, with great research potential. In this sense, regarding the local predominance of the state of São Paulo, the institutionalization of the theme in Brazil indicates a regional decentralization of research, which could possibly spread across the country as long as the connections among institutions are intensified. Otherwise, there might be some difficulty in converting the themes, which will hinder the consolidation of SHRM as a research field in Brazil.

Such tendency can already be observed when analyzing the content of the articles analyzed herein because even though there is a predominance of implementation of competency management, most part of them explores the implementation of SHRM with different approaches, in companies of different sizes and operating in diverse economy sectors. However, it is worth mentioning that in the articles analyzed, the most common finding that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.

Regarding the limitations of the study, we affirm there is still literature on the theme in Brazil, considering that we decided to investigate only the journals with the highest evaluations by Capes; our sample did not encompass articles published in events, putting aside books, dissertations, theses and annals articles, which are considered by us as unfinished studies.

Nevertheless, we wish to boost the development of the research field related to the implementation of strategic human resource management in Brazil, promoting the debate on the theme in the academia and contributing to the improvement of researches accomplished in the country, raising awareness to this specific theme. Through the outcomes demonstrated herein, it was possible to indicate new research possibilities, challenges, and paths that will support the adoption of an agenda that can ensure an effective implementation of SHRM in Brazilian organizations.

Seven themes across time in SHRM literature

Proportional participation of institutions in the articles of the sample

Network diagram regarding the relationship among research institutions

Methodological approaches

Data collection techniques

Data analysis techniques

Journals and articles of the sample

Source(s) : Authors (2019)

Qualis is a Brazilian system for the evaluation of journals. The strata are divided into 8 levels in descending order of quality: A1, A2, B1, B2, B3, B4, B5, and C.

Equivalent in English.

Lattes Platform: a database maintained by the Brazilian government.

Appel , H. , & Bitencourt , C.C. ( 2008 ). Gestão de pessoas por competência: Institucionalização, possibilidades e dificuldades implícitas nas relações trabalhistas brasileiras . Organizações & Sociedade , 15 ( 46 ), 175 – 193 .

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Cassandre , M.P. , Endrici , J.O.M. , & Vercesi , C. ( 2008 ). Gestão por competências nas pequenas empresas do APL de bonés da cidade de Apucarana (PR): Seu entendimento e suas práticas em confronto com as perspectivas teóricas . RAM. Revista de Administração Mackenzie , 9 ( 8 ), 15 – 38 .

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Delery , J.E. , & Doty , D.H. ( 1996 ). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions . Academy of Management Journal , 39 ( 4 ), 802 – 835 .

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Guest , D.E. ( 1987 ). Human resource management and industrial relations . Journal of Management Studies , 24 ( 5 ), 503 – 521 .

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HR Training Resources

A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management functions and responsibilities.

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

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Case Studies of Strategic HRD Practices in the Twenty-First Century

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Infosys (A): Strategic Human Resource Management – Case Solution

Hema Ravichandar, head of human resources at Infosys, has the goal of ensuring that the company would be included on the Top 10 lists of both Best Performing Companies and Best Employers by 2007. To achieve this, Ravichandar must determine whether the problems at INFOSYS are serious and if there is a need to continue or discontinue some of the HR policies.

​Thomas J. DeLong; Jaya Tandon; Ganesh Rengaswamy Harvard Business Review ( 406010-PDF-ENG ) October 31, 2005

Case questions answered:

• Are the problems at Infosys serious enough to warrant close attention?
• As Hema Ravichandar, do you feel that you need to continue or discontinue some of the HR policies introduced?
• What advice do you have for Ravichandar?

Not the questions you were looking for? Submit your own questions & get answers .

Infosys (A): Strategic Human Resource Management Case Answers

Introduction – infosys (a): strategic human resource management.

Hema Ravichandar, head of human resources, was given a new and aggressive milestone to reach: ensure Infosys is on the Top 10 lists of both Best Performing Companies and Best Employers by 2007.

No large organization had ever been able to achieve this distinction because of the tension between the need to control costs for financial performance and the expenditure required for employee satisfaction.

Ravichandar was aware of the humbling experiences of the past that made Infosys cognizant of the difficulties ahead as it transitioned from a small to a large company.

1.     Are the problems at Infosys serious enough to warrant close attention?

The problems at Infosys indeed require very close attention. Being knocked off its perch as the Best Employer is a red flag that needs attention, considering that the company had been the poster boy of the Indian IT industry.

The workforce at Infosys has been growing at a rapid rate (44% year on year), and this kind of growth can lead to the creation of distance between the management, the managers, and those managed. Infosys, in a sense, had over-branded itself, and people joining it did so with great expectations.

Any downside to this created a sense of betrayal and a break in the psychological contract. The psychological contract refers to the unwritten set of expectations of the employment relationship as distinct from the formal, codified employment contract. Taken together, the psychological contract and the employment contract define the employer-employee relationship.

Originally developed by organizational scholar Denise Rousseau, the psychological contract includes informal arrangements, mutual beliefs, common ground, and perceptions between the two parties.

The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract.

Managing expectations is a key behavior for employers so that they don’t accidentally give employees the wrong perception of action, which then doesn’t materialize. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity are not seen by management as deviant.

Perceived breaches of the psychological contract can severely damage the relationship between employer and employee, leading to disengagement, reduced productivity, and, in some cases, workplace deviance.

Fairness is a significant part of the psychological contract, bound up in equity theory – employees need to perceive that they’re being treated fairly to sustain a healthy psychological contract.

Infosys was the first Indian organization to hand out ESOPS, and the early employees of Infosys received tremendous returns on their ESOPS. Over the years, ESOPS had…

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Cases in Human Resource Management

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Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

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• Original case studies bring concepts to life through a number of well-known organizations, including Apple, Amazon, Google, LinkedIn, and Zappos.
• Case questions require students to think critically about HR issues and apply HR concepts to each case.
• An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
• A chapter on international HRM topics examines important issues like that of helping expatriates succeed.

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HRM Case Studies With Solutions

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

Table of Contents

We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

• The company hired new employees for a higher-level post without considering the potential internal candidates.
• The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
• Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

• The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

• Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

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