TECHNICAL APPROACHES FOR HUMAN RESOURCES MANAGEMENT; A CONCEPTUAL FRAMEWORK

Autori

  • Casely Ato Coleman Senior Fellow, IMANI Center for Policy Education, Ghana

DOI:

https://doi.org/10.46827/ejsss.v12i2.2164

Parole chiave:

human resources strategy, human resources programme, human resource project model, organisational culture, HR professionals

Abstract

This paper provides a theoretical overview of how organisations can manage their human resources using programmes, project models and technical approaches to translate their Human Resources (HR) strategic priorities to enable impact. Applying an inter-disciplinary overview of human resources management (HRM) it defines key concepts of HR strategy, HR programmes, HR project models and technical approaches anchored on organisational culture. The study proposes a framework to implement HR programmes and technical approaches with emphasis on the strategic imperatives required to build the capacity of HR professionals who deliver the technical approaches to enable senior leadership drive organisational impact. The study concludes that leadership accountability is required to ensure value for money HR technical approaches.

Biografia autore

  • Casely Ato Coleman, Senior Fellow, IMANI Center for Policy Education, Ghana

    Casely Ato Coleman is a Senior Fellow of the leading Africa think tank, IMANI Center For Policy Education. Casely has over 30 years of experience in International Development, Human Resources and Organisational Leadership. He has worked in senior leadership roles for global organisations such as World Vision International, Plan International, European Climate Foundation, Meliore Foundation, with stints with the UNFPA. He has almost 18 years of experience teaching as a Visiting Professor of HR Strategy & Organisational Behavior at the Institute Superieur de Management (ISM), Senegal and was also a part time lecturer in HR and organisational behavior at the University of Ghana Business School. Casely started his HR career with SGS the world’s leading testing and inspection company and later joined Western Telesystems (now Tigo) a leading player in the telecommunications sector in Ghana. Casely brings a practitioner scholarship lens to his work. His key areas of consulting and research include HR strategy execution, knowledge management, organisational culture, compensation, politics of industrial relations, organisational redesign, restructuring and change management and leadership in complex humanitarian contexts. He has degrees from the University of Ghana, University of Bergen, Norway and The London School of Economics, UK and an executive education certificate in Achieving HR Excellence from the Judge Business School, University of Cambridge, UK.

Riferimenti bibliografici

Armstrong, M. (2006). Strategic Human Resource Management: A Guide to Action. (4th ed.), Kogan Page, London. Retrieved from https://e-uczelnia.uek.krakow.pl/pluginfile.php/604792/mod_folder/content/0/Armstrongs%20Handbook%20of%20Human%20Resource%20Management%20Practice_1.pdf

Arthur, J. B. & Boyles, T. (2007). Validating the human resource system structure: A levels-based strategic HRM approach, Human Resource Management Review, Vol. 17 No. 1, pp. 77–92. https://doi.org/10.1016/j.hrmr.2007.02.001

Aryodiguno, H. (2023). The Overview of Political Science in Contemporary Politics. AEGIS: Journal of International Relations. 7. https://doi.org/10.33021/aegis.v7i1.4311

Berger L. & Berger D. (2004). The Talent Management Handbook, McGraw-Hill. Retrieved from https://cdn.oujdalibrary.com/books/436/436-the-talent-management-handbook-creating-organizational-excellence-by-identifying-developing-and-promoting-your-best-people-(www.tawcer.com).pdf

Benkhoff, B. (1996). Motivating employees to work harder. Journal of Human Resources Management P:737.

Bird, A. and Beechler, S. (1995). Links between business strategy and human resource management strategy in US-based Japanese subsidiaries: An empirical investigation, Journal of International Business Studies, Vol. 26, No. 1, pp. 23–46. https://doi.org/10.1057/palgrave.jibs.8490164

Bratton, J. (2007). Strategic human resource management. In Bratton, J. and Gold, J. (Eds.), Human Resource Management, Palgrave Macmillan, London, pp. 37–71. Retrieved from https://books.google.ro/books/about/Human_Resource_Management.html?id=GphcEAAAQBAJ&redir_esc=y

Brockbank, W. & Ulrich, D. (2005). The work of HR Part One: People and performance. Strategic HR Review, Volume 4, Issue 5. https://doi.org/10.1108/14754390580000817

Brockbank, W. & Ulrich, D. (2005). The work of HR Part Two: the flow of information and work in Strategic HR Review, Volume 4, Issue 6. https://doi.org/10.1108/14754390580000832

Calori, R., & Sarnin, P. (1991). Corporate culture and economic performance: A French study. Organizational Studies, 12(1), 49-74. https://doi.org/10.1177/017084069101200104

Coleman, C. A. (2026). Organization Change Management Models and Human Resource Strategy. European Journal of Human Resource Management Studies 10(1). http://dx.doi.org/10.46827/ejhrms.v10i1.2140

Cameron, K. S. & Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Reading, MA: Addison-Wesley. Retrieved from https://www.wiley.com/en-be/Diagnosing+and+Changing+Organizational+Culture%3A+Based+on+the+Competing+Values+Framework%2C+3rd+Edition-p-9780470650264

Cameron, K. S., & Ettington, D. R. (1988). The conceptual foundations of organizational culture. In J.C. Smart(ed), Higher education: Handbook of theory and research (Vol. 4). New York: Agathon Press. Retrieved from https://www.researchgate.net/publication/30838769_The_Conceptual_foundation_of_organizational_culture

Coleman, C. A. (2026). Organization Change Management Models and Human Resource Strategy. European Journal of Human Resource Management Studies. Volume 10 Issue 1. https://oapub.org/soc/index.php/EJHRMS/article/view/2140/2710 http://dx.doi.org/10.46827/ejhrms.v10i1.2140https://oapub.org/soc/index.php/EJHRMS/article/view/2140/2710

Delery, J. E. & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions, The Academy of Management Journal, Vol. 39, No. 4, pp. 802–835. https://doi.org/10.2307/256713

Denison, D. R. (1990). Corporate culture and organizational effectiveness. New York: John Wiley. https://doi.org/10.2307/258613

De Simone, Randy L., & Harris, David M. (1998). Human Resource Development. Cengage. Retrieved from https://library.uniq.edu.iq/storage/books/file/Human%20Resource%20Development/1668078331human-resource-development-6th-jon-m-werner%20(2).pdf

Dinsmore P. (1990). Human Factors in Project Management. New York: John Wiley. Retrieved from https://archive.org/details/humanfactorsinpr00dins

Dunlop, J. (1998). Industrial Relations Theory. In Advances in Industrial and Labor Relations Volume 8, p. 15-24). New York: Holt-Dryden.

Falletta, S. (2005). Organizational Diagnostics Models: A Review & Synthesis, White paper Leadersphere Inc.

Gilley J. W. & Eggland S. A. (1989). Principles of Human Resources Development. Basic Books. Retrieved from https://books.google.ro/books/about/Principles_Of_Human_Resource_Development.html?id=LWfptAEACAAJ&redir_esc=y

Guest, D.E. (2011). Human resource management and performance: Still searching for some answers, Human Resource Management Journal, Vol. 21, No. 1, pp. 3-13. https://doi.org/10.1111/j.1748-8583.2010.00164.x

Gunnigle, P. & Moore, S. (1994). Linking business strategy and human resource management: Issues and implications, Personnel Review, Vol. 23, No. 1, pp. 63–84. https://doi.org/10.1108/00483489410053038

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance, The Academy of Management Journal, Vol. 38, No. 3, pp. 635–672. Retrieved from https://www.markhuselid.com/pdfs/articles/1995_AMJ_HPWS_Paper.pdf

Huang, T. (2001). The effects of linkage between business and human resource management strategies, Personnel Review, Vol. 30 No. 2, pp. 132–151. https://doi.org/10.1108/00483480110380316

Lee, F.-H., Lee, T.-Z. & Wu, W.-Y. (2010). The relationship between human resource management practices, business strategy and firm performance: Evidence from the steel industry in Taiwan, The International Journal of Human Resource Management, Vol. 21, No. 9, pp. 1351–1372.

Lepak, D. P. & Snell, S.A. (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations, Journal of Management, Vol. 28, No. 4, pp. 517–543. https://doi.org/10.1080/09585192.2010.488428

Leavitt H. (1972). Managerial Psychology: An Introduction to Individuals, Pairs, and Groups in Organizations. University of Chicago Press. Retrieved from https://books.google.ro/books/about/Managerial_Psychology.html?id=gkkdxg_FBpgC&redir_esc=y

Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. New York: Free Press. Retrieved from https://www.hbs.edu/faculty/Pages/item.aspx?num=139

Kerisey D, & Bates M. (1978). Please Understand Me: Character & Temperament Types. Retrieved from https://dn721902.ca.archive.org/0/items/DavidKeirseyPleaseUnderstandMeII/David-Keirsey-Please-Understand-Me-II.pdf

Kuipers, B. S. & Giurge, L. M. (2016). Does alignment matter? The performance implications of HR roles connected to organizational strategy, The International Journal of Human Resource Management, Vol. 28 No. 22, pp. 1–23. https://doi.org/10.1080/09585192.2016.1155162

Legge, K. (1996). Human Resources Management: rhetoric and realities. Basingstoke, England

Lengnick-Hall, C. A. & Lengnick-Hall, M. L. (1988). Strategic human resources management: A review of the literature and a proposed typology, Academy of Management Review, Vol. 13 No. 3, pp. 454–470. https://doi.org/10.2307/258092

McLagan, P. A. (1989). The Models for HRD Practice. Training and Development Journal, 43, 49-59. Retrieved from https://www.researchgate.net/profile/Pat-Mclagan/publication/234735108_Models_for_HRD_practice/links/5952b8c1458515a207f7e850/Models-for-HRD-practice.pdf

Marsden D. & Richardson R. (1992). Motivation and Performance Related Pay in The Public Sector. A case study of the Inland Revenue Centre for Economic Performance. Discussion Paper No. 57. Retrieved from https://cep.lse.ac.uk/pubs/download/dp0075.pdf

Marsden D. (1998). What A Performance: Performance Related Pay in the Public Services. Centre For Economic Performance Special Report, London School of Economics.

Murphy, K. (2018). The Legal Context of the Management of Human Resources. Annual Review of Organizational Psychology and Organizational Behavior. 5. https://doi.org/10.1146/annurev-orgpsych-032117-104435

Myers-Briggs, I. & Myers, P. (1980). Gifts Differing: Understanding Personality Type - The original book behind the Myers-Briggs Type Indicator (MBTI) test. Retrieved from https://books.google.bg/books/about/Gifts_Differing.html?id=WfR8DAAAQBAJ&redir_esc=y

Nadler, L. & Nadler Z. (1989). Developing Human Resources. Retrieved from https://psycnet.apa.org/record/1989-97782-000

Quinn, R.E., Spreitzer, G., & Gretchen, M. (1991). The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. Research in Organizational Change and Development, 5, 115-142. Retrieved from https://books.google.bg/books/about/The_Psychometrics_of_the_Competing_Value.html?id=tiHJlgEACAAJ&redir_esc=y

Rush, Harold M. F. (1965) The Behavioral Science in Craig R(ed) Training & Development Handbook (135-161).

Sofo F. (1999). Human Resources Development. Perspectives, Roles and Practice Choices. Allen & Unwin, Retrieved from https://books.google.bg/books/about/Human_Resource_Development.html?id=JBOdRIxwgx8C&redir_esc=y

Sanz-Valle, R., Sabater-Sanchez, R. & Aragon-Sanchez, A. (1999). Human resource management and business strategy links: an empirical study, The International Journal of Human Resource Management, Vol. 10 No. 4, pp. 655–671. https://doi.org/10.1080/095851999340323

Schein, E. H. (1972). Organizational psychology (2nded). Englewood Cliffs, NJ: Prentice Hall. Retrieved from https://books.google.bg/books/about/Organizational_Psychology.html?id=zMFf9_SKRc8C&redir_esc=y

Schein, E. H. (1983). The role of the founder in creating organizational cultures. Organizational Dynamics, 12(1), 13-28. https://doi.org/10.1016/0090-2616(83)90023-2

Schein, E. H. (1972). Organizational psychology (2nded). Englewood Cliffs, NJ: Prentice Hall. Retrieved from https://books.google.bg/books/about/Organizational_Psychology.html?id=zMFf9_SKRc8C&redir_esc=y

Schein, E. H. (1983). The role of the founder in creating organizational cultures. Organizational Dynamics, 12(1). https://doi.org/10.1016/0090-2616(83)90023-2

Schein, E. H. (2001). Three cultures of management: The key to organizational learning. In J. S. Osland, D. A. Kolb, & I.M. Rubin (Eds), The organizational behavior reader (7th ed., pp.405-417). Upper Saddle River, NJ: Prentice-Hall. Retrieved from https://sloanreview.mit.edu/article/three-cultures-of-management-the-key-to-organizational-learning/

Schuler, R.S. & Jackson, S.E. (1987). Linking competitive strategies with human resource management practices, The Academy of Management Executive, Vol. 1 No. 3, pp. 207-219. Retrieved from https://www.jstor.org/stable/pdf/4164753.pdf

Sheehan, C., De Cieri, H., Cooper, B. & Shea, T. (2016). Strategic implications of HR role management in a dynamic environment, Personnel Review, Vol. 45 No. 2, pp. 353–373. https://doi.org/10.1108/PR-04-2014-0071

Schoonover, S. (1998). Human Resource Competencies for the Year 2000. The Wake-Up Call. Schoonover Group. Retrieved from https://books.google.bg/books/about/Human_Resource_Competencies_for_the_Year.html?id=b0JYAAAAYAAJ&redir_esc=y

Smith, T. & Reece, J. (1999). The relationship of strategy, fit, productivity, and business performance in a services setting, Journal of Operations Management, Vol. 17 No. 2, pp. 145–161. https://doi.org/10.1016/S0272-6963(98)00037-0

Skinner, B. F. (1953). Science & Human Behavior. B. F. Skinner Foundation. Retrieved from https://www.bfskinner.org/newtestsite/wp-content/uploads/2014/02/ScienceHumanBehavior.pdf

Tichy, N. M. (1983). Managing Strategic Change: Technical, political and cultural dynamics. https://doi.org/10.1016/0090-2616(82)90005-5

Yeung, A. K. O., Brockbank, J. W., & Ulrich, D. O. (1991). Organizational culture and human resources practices. An empirical assessment. Research in Organizational Change and Development, 5(59-81)

Wang, D. & Shyu, C. (2008). Will the strategic fit between business and HRM strategy influence HRM effectiveness and organizational performance? International Journal of Manpower, Vol. 29 No. 2, pp. 92–110. Retrieved from https://www.emerald.com/ijm/article/29/2/92/140897/Will-the-strategic-fit-between-business-and-HRM

Wright, P. M. & Snell, S. A. (1988). Toward a unifying framework for exploring fit and flexibility in strategic human resource management, Academy of Management Journal, Vol. 23, No. 4, pp. 756–772. https://doi.org/10.2307/259061

Wright, P. M. & Snell, S. A. (1991). Toward an integrative view of strategic human resource management, Human Resource Management Review, Vol. 1 No. 3, pp. 203–225. https://doi.org/10.1016/1053-4822(91)90015-5

Wanous J. P., Keon T. L. & Latack, J. C. (1983). Expectancy Theory and occupational and organizational choices: A review and test. Organisational Behaviour & Human Performance 32, pp. 66-85. https://doi.org/10.1016/0030-5073(83)90140-X

Walter, M. (1987). Executive development in Craig, R(ed) Training and development handbook. Third Edition.

Dowloads

Pubblicato

2026-03-06

Fascicolo

V. 12 N. 2 (2026)

Sezione

Articles