Abstract:
With rapid changes in the business environment, organizations arc increasingly looking at
human resources as a unique asset that can provide sustained competitive advantage. As much as,
people are viewed among the most important resources to firms, HR strategy would be central to
achieve competitive advantages .Firms should view TR strategy as an important tool for integrating
competencies inside organization and for matching employment capabilities with organizational
strategy, and investigate how various combinations of capabilities can lead to competitive
advantage. So, it is believed to be important that the management of the human resources should be
in perfect fit with the management of the organization as a whole and its strategic plans.
The purpose of this paper is to examine the matching of HR strategy with organizational
strategy and HR capabilities in a sample of Iranian firms. In this paper at first by reviewing of
related approaches in selecting HR strategy . the characteristics of human capital that affect
organizational strategy and the relationship between HR strategy and organizational strategy
recognized. Then with adopting the Lepak and Sncll (1999; 2002) in their model of HR
architecture, and using the typology model of four organizational strategies developed Miles and
Snow's (1978). The accordance of HR strategy with HR capabilities and organizational strategy in
a sample of Iranian firms has examined.
Machine summary:
The control-based approach: According to this perspective, management structures and HR strategy arc instruments and techniques to control all aspects of work to secure a high level of labour productivity and a corresponding level of profitability and focus on monitoring and controlling employee behaviour is a basis for distinguishing different HR strategics.
The characteristics of employees (value and uniqueness) arc consistent with resource based view, so we may expect that organizations developing very valuable and firm specific human capital will enjoy competitive advantage and organizational capabilities.
Hence, in this study, we will make reference to the particular configurations of human resources strategics proposed by Lepak and Snell ( 1999; 2002): Commitment HR strategy: Commitment based strategy, For employees who have both high strategic value and uniqueness, focus on long-term relations and internal development of skills that enable employees to build idiosyncratic knowledge that is more valuable to the organization than its competitors, and empower these workers to encourage participation in decision making for maximizing these workers' contribution (Rousseau, 1995).
Compensation systems arc also likely to be job-based and performance-based and the incentives arc primarily focused on near-tern, productivity target Compliance HR strategy: Generic ancillary employees, with low value and uniqueness, arc frequently viewed as an overhand expense, organization logically desire to contract externally for decreasing their administrative expenses and retaining a significant degree of employment flexibility by outsourcing peripheral functions, using temporary employees, developing employee leasing arrangements, and the like (Tusi ct al.