İşletme Stratejisi ve Performans Yönetimi İlişkisi: Strateji-Yapı Perspektifi

Yıl 2012, Cilt: 14 Sayı: 1, 91 - 102, 01.03.2012

Yrd.Doç.Dr.Mert Aktaş

Öz

Bu araştırmada daha önce ele alınmayan performans yönetimi ile işletme stratejisinin ilişkisi ele alınıp incelenmiştir. Bu ilişki ele alınırken, tartışma Porter’ın(1980) düşük maliyet liderliği ve farklılaşma olmak üzere iki temel işletme seviyesindeki jenerik stratejiler yönü ile ele alınmıştır. Bu stratejilerin performans yönetiminin üç temel aşaması olan hedef kurma, değerlendirme ve ödüllendirme üzerindeki etkisi incelenmiştir. Araştırma sonucu olarak, maliyet liderliği stratejisinde örgütsel dizaynın parçası olarak sert performans yönetimi uygulamalarının öne çıkacağı, öbür tarafta ise farklılaşma stratejisi izleyen firmalarda ise mülayim performans yönetimi uygulamalarının kullanılacağı tartışılmıştır.

Anahtar Kelimeler

İşletme stratejisi, performans yönetimi

Business Strategy and Performance Management: Strategy Structure Perspective

Öz

In this paper the relationship between organizational strategy and performance management is investigted. In this research Porter’s (1980) cost leadership and differentation is taken as two main business level strategies. And its impact on goal setting, performance appraisal and reward as three main steps of performance management is investigated. As a result of theoretical framework it is stated that cost leadership strategy will bring the use of hard performance management practices and differantion strategy will require soft performance management practices.

Anahtar Kelimeler

Business strategy, performance management

Kaynakça

• Armstrong, M. & Murlis, H. 1998. Reward Management: A Handbook of Remune- ration Strategy and Practice. London: KOGAN PAGE
• Bach,S. 2002. “From Performance Appraisal to Performance Management” in Bach, S. & Sisson, K. (Ed), Personnel Manage- ment: A Comprehensive Guide to The- ory and Practice. Oxford, Blackwell, pp: 241-264.
• Balkin, D.B. ve G´omez-Meja, L.R. 1990. Matching Compensation and Organisa- tional Strategies, Strategic ManageMent Journal, 11: 153–69.
• Barney, J. 1991. Firm Resources and Sustai- ned Competitive Advantage, Journal of Management, 17: 99–120.
• Bart,C,K.1986. Product strategy and formal structure. Strategic Management Jour- nal. 7,293-312.
• Boxall, P. ve Steeneveld, M. 1999. Human Re- source Strategy and Competitive Ad- vantage: A Longitudinal Study of Engineering Consultancies. Journal of Management Studies, 36:4, 443-463.
• Delery, J.E. and Doty, D.H. 1996. Modes of Theorising in strategic Human Resource Management: Tests of Universalistic, Contingency and Configurational Per- formance Predictions, The Academy of Management Journal, 39:4, 802–835.
• Dess,G,G., ve Davis,P,S. 1984. Porter’s (1980) generic strategies as determinants of strategic group membership and orga- nizational performance. The Academy of Management Journal. 27, 467-488.
• Galbraith,C., ve Schendel,D.1983. An empiri- cal analysis of strategy types. Strategic Management Journal. 4, 153-173.
• Guest, D. & Conway, N. 2001. Organisational Change and the Psychological Contract: CIPD Research Report. London: CIPD.
• Guest, D. ve Conway, N. 1998. Fairness at Work and the Psychological Contract: the fourth annual IPD survey of the state of the employment relationship. Lon- don: IPD.
• Harrison, R. 1993. Human Resource Mana- gement: Issues and Strategies. Cam- bridge: Addison-Wesley Publishers.
• Hendry, C., Woodward, S., Bradley, P., Per- kins, S. 2000. Performance and rewards: cleaning out the stables. Human Reso- urce Management Journal, 10: 3, 46-62.
• Huselid, M,A.,Jackson, S,E. ,Schuler, R,S. 1997. Technical and strategic human re- source management effectiveness as de- terminants of firm performance. The Academy of Management Journal. 40:1,171-188.
• Kessler, I. 2002. “Remuneration Systems” in Bach, S. & Sisson, K. (Ed), Personnel Ma- nagement: A comprehensive guide to Theory and Practice, Oxford, Blackwell: s. 264-287.
• Lado,A,O. ve Wilson,M,C.1994.Human reso- urce systems and sustained competitive advantage: A competency based pers- pective. The Academy of Management Review, 19,699-727.
• Legge, K. 1995. Human Resource Manage- ment: Rhetorics and Realities. London: MACMILLAN PRESS.
• Miles, R. and Snow, C.H. 1984. Designing Strategic Human Resource Systems, Or- ganizational Dynamics, 36–52.
• Miller,D.1986.Configurations of strategy and structure. Strategic Management Jour- nal, 7,233-249.
• Miller,D.1988.Relating Porter’s strategy to environment and structure. The Aca- demy of Management Journal. 31,280- 308.
• Miller,D.1996. Configurations revisited. Stra- tegic Management Journal. 17, 505-512.
• Mintzberg.H. 1979. The Structuring of Orga- nizations.NJ.Prentice Hall.
• Nemetz,P,L, ve Fry,L,W. 1988. Flexible ma- nufacturing organizations: Implications for strategy formulation and organiza- tion design. The Academy of Manage- ment Review. 13,627-638.
• Raghuram, S. 1994 ‘Linking Staf. ng and Trai- ning Practices with Business Strategy: A Theoretical Perspective’, Human Reso- urce Development Quarterly, 5(3): 237– 51.
• Raghuram, S. and Arvey, R.D. 1994. Business Strategy Links with Staf. ng and Trai- ning Practices., Human Resource Plan- ning, 17(3): 55–73.
• Randle, K .1996. Rewarding failure: opera- ting a performance-related pay system in pharmaceutical research. Personnel Review, 26:3, 187-200.
• Sanz-Valle,R.,Sabater-Sachez,R.,Aragon- Sanchez,A. 1999. Human resource ma- nagement and business strategy links: An empirical study. The International Journal of Human Resource Manage- ment. 10,655-671.
• Schuler, R. and Jackson, S. 1987. Linking competitive strategies with human reso- urce management practices, The Aca- demy of Management Executive, 1(3): 207–19.
• Schuler,R., ve Jackson,S,E. 1989. Determi- nants of human resource management priorities and implications for industrial relations. Journal of Management. 15,89- 99.
• Snow, C.C. and Hambrick, D.L. 1980. Mea- suring organizational strategies: some theoretical and methodological prob- lems, Academy of Management Review, 5, 527–38.
• Wright,P,M. ve Snell,S,A.1998.Toward a unif- ying framework for exploring fit and fle- xibility in strategic human resource management.The Academy of Manage- ment Journal, 23:4,756-772.