An examination of the use of high-investment human resource systems for core and support employees -- Lepak, et al, 2007

8 important questions on An examination of the use of high-investment human resource systems for core and support employees -- Lepak, et al, 2007

What is the research aim / question of this study? (Lepak et al., 2007)

The aim of the study is to examine and test the two competing perspectives of the differential use of HIHR systems within establishments for core and support employees

What does HIHR (high investment human resource) entail? (Lepak et al., 2007)

It is a set of HR practices to enhance employee skills and motivation, rather than the financial costs of the investment for the attainment of competitive advantage

Who are the core employees? (Lepak et al., 2007)

These employees directly contribute to their establishment's primary products or services and are instrumental for the attainment of strategic objectives
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Who are the support employees? (Lepak et al., 2007)

These employees are tasked with assisting core employees rather than working toward the direct achievement of the companies objectives

There are two perspectives within this study, which ones are these? (Lepak et al., 2007)

Universal and contingency perspective

What does the universal perspective suggest? (Lepak et al., 2007)

This perspective suggests that the level of HIHR exposure is always greater than the level of exposure for support employees

What does the contingency perspective suggest? (Lepak et al., 2007)

This perspective suggests that it depends on factors (innovative business strategy, employee centered HR philosophy, industry membership) that impact the willingness of organisations to implement HIHR systems equally or differently among their workforce

With the strategic choice theory, they suggest that establishments HR philosophy (their beliefs about the overall value and role of human capital) is an important determinant of its HIHR systems use. However, what does it further argue? (Lepak et al., 2007)

This theory argues that while establishments' decisions are influenced by their top leaders' assessments of the environment, such choices are impacted by leaders' ideology and prior values and experience. Although executives often lack complete latitude in choosing a course of action, they nonetheless possess substantial discretion regarding the management of internal resources to attain important objectives

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