1. Delery, John E; Doty, D Harold
Modes of theorizing in strategic Human Resource management: test of universal, Contingency and Configuration performance prediction
Delery, John E; Doty, D Harold
Academy of Management Journal; Aug 1996; 39, 4; ABI/INFORM Global pg. 802

2. Perspective Universalistic perspective Contingency perspective
Relation between a given independent variable and dependent variable is universal across organization populations; best practice i.e. participation, empowerment, incentive pay, employment security, promotion from within, training and skill development, job rotation, TQM, etc.
Contingency perspective
Relation between relevant independent variable and dependent variable (will be different for different level of the critical contingency variable, such as organizational strategy which is based on product, service, innovation rates); consistency to the other organizational aspects i.e. consistent with different strategic positions and relate to firm performance
Configuration perspective
a configuration (non linier synergistic effects and higher-order interaction as ideal type of theoretical construct) or pattern of HR practice to maximize the horizontal fit and link to alternative strategic configuration to maximize the vertical fit. Pattern of multiple independent variables is related to a dependent variable, i.e. HR deployment plan pattern enable to achieve organizational goals

3. HR practices (Osterman, 1987; Sonneferd, peiperl 1988; Kerl, Slocum 1987, Miles and Snow 1984)
internal career opportunities
formal training systems
appraisal measures
profit sharing
employment security
voice mechanisms
job definitions

4. HRM Practice on employment system (Sonneferd, peiperl 1988; Kerl, Slocum 1987, Miles and Snow 1984)
Market Type
Internal System
internal career opportunities
hiring from outside organization
extensive socialization
formal training systems
providing little training
extensive training
appraisal measures
evaluation performance through the use of result measure
behavior performance
profit sharing
rewarded by individual performance
Based on development performance appraisal
employment security
little employment security
rather high employment security
voice mechanisms
little employment voice
provide great deal of voice
job definitions
jobs are broadly define
job define tightly

5. Strategic type characteristics (Doty et. al., 1993)
Prospectors
Constant search for new product and markets
Analyzer
Operate in both stable product domain and change product domain
Defender
Narrow and stable product market
Makes major adjustment in technology and structure
Get better and more efficient to produce the product or service on defending market
Does little research and development
Defenders have narrow and relatively stable product-market domains. Top managers in this type of organization are highly expert in their organization's limited area of operation but tend to search outside of their domains for new product opportunities. As a result of this narrow focus, these organizations
seldom need to make major adjustments
in their technology, structure, or
methods of operation. Instead, they devote
primary attention to improving the efficiency
of their existing operations. Defender
characteristics include a limited product line;
single, capital-intensive technology; a functional
structure; and skills in production efficiency,
process engineering, and cost control.
• Prospectors continually search for product
and market opportunities and regularly
experiment with potential responses to
emerging environmental trends. These organizations
often are the creators of change
and uncertainty to which their competitors
must respond. However, because of their
strong concern for product and market innovation, ihese organizations are usually not
completely efficient. Prospector characteristics
include a diverse product line; multiple
technologies; a product or geographically divisionalized
structure; and skills in product
research and development, market research,
and development engineering.
• Analyzers operate in two types of product-
market domains — one relatively stablethe other changing. In their stable areas,
these organizations operate routinely and efficiently
through use of formalized structures
and processes. In their more innovative
areas, key managers watch their competitors
closely for new ideas, and then they rapidly
adopt those that appear to be the most
promising. Analyzer characteristics include a
limited basic product line; search for a small
number of related product and/or market opportunities;
cost-efficient technology for
stable products and project technologies for
new products; mixed (frequently matrix) structure;
and skills in production efficiency, process
engineering, and marketing

6. Strategic of HR on employment system (Miles and Snow 1984; Doty et. al
Prospector
Defender
internal career opportunities
Few internal career opportunity
Internal career opportunity
formal training systems
Lack of formal training system
Formal training system
appraisal measures
Output based appraisal
Behavior based appraisal
profit sharing
Profit sharing system
Hierarchy based compensation, little profit sharing
employment security
Little employment security
Employment security
voice mechanisms
Little employee voice
Employee voice
job definitions
Broadly define jobs
Tightly define jobs

7. Ideal Type (Govindsrajan, 1988; Sagev, 1998; Doty and Glick 1994)

8. Article objective
Articulating the differences among 3 perspectives: Universalistic perspective, Contingency perspective and Configuration perspective
Testing hypothesis of ‘HR practice’ with Universalistic perspective, Contingency perspective and Configuration perspective

9. Hypothesis Universalistic perspective Contingency perspective
HR practice related to organizational performance
Contingency perspective H2
Human resource practice relation on organizational performance contingent by organizational strategy
Configuration perspective H3
The greater the similarity to the ideal type employment system that is most similar to an organization’s employment system, the higher the financial performance H4
Employment system’s similarity to the ideal type employment system that is appropriate for organizational strategy will be positively to financial performance H5
Employment system’s similarity to the one hybrid employment system that is appropriate for organizational strategy will be positively to financial performance

10. METHODS Samples: in a single industries (1.050 bank)
Participant: Senior HR Manager (HR Practice) and President of the bank (organizational Strategy)
Measure:
HR Practice
Organizational Strategy (Segev, 1989)
Performance: ROA, ROE
Control variables: Call reports, Sheshunoff bank search database
Ideal profile (Doty & glick, 1994, Sagev, 1989, Govindarajan 1988

11. Participants
216 usable questionnaires (21% response rate), years old, 5.32 years occupied; 114 usable president questionnaires (53% response rate), 5.89 years president occupied,

12. Result H1 HR practice related to organizational performance
Universalistic perspective H1
HR practice related to organizational performance
Supported
(table 3-4)
result of oriented appraisal, employment security, profit sharing related to ROA & ROE
HR Practices explain (13) % ROA and 9% ROE

15. Result
Contingency perspective H2
Human resource practice relation on organizational performance contingent by organizational strategy
Unsupported
(table 5)
only appraisal-strategy interaction have significant interactions.
Prospector banks had higher ROA and ROE when using result-oriented appraisal.
Mean effect on ROA & ROE of having HR practice consistent with Strategy was estimated

17. Result
Configuration perspective H3
The greater the similarity to the ideal type employment system that is most similar to an organization’s employment system, the higher the financial performance
Unsupported
The ideal type measure of fit did not add significantly to the explained variation in ROA and ROE analysis (DR2 & F <<)

18. Result
Configuration perspective H4
Employment system’s similarity to the ideal type employment system that is appropriate for organizational strategy will be positively to financial performance
Unsupported
it was enable to be explained in a significant amount of variance in ROA and ROE (DR2 & F <<)

19. Result
Configuration perspective H5
Employment system’s similarity to the one hybrid employment system that is appropriate for organizational strategy will be positively to financial performance
Unsupported
It did not explain a significant amount of variance in ROA and ROW. because too many ideal employment system were included. (DR2 & F <<)

21. Discussion
The result provided relatively strong support for universalistic perspective and some support for contingency and configuration perspectives
Profit sharing, result oriented appraisal and employment security had relatively strong universalistic relationships with accounting measure performance.
Different HR Practice are associated with difference financial performance. HR Practice estimate financial performance, approximately 30% higher for above mean deviation bank

22. Discussion
Contingency result provide support for strategic focus of the SHRM Literature
Contingency relationship between strategy and participation, result oriented appraisals and internal career opportunity explain a significant portion of the variation in the same performance measure, as contingent on strategy
Bank align their HR practices with strategy estimate 50% higher ROA and ROE

23. Discussion
The Configuration result suggest that some configuration of HR practice are better than others.
Employment system was also positively related to firm performance Managing HR as prescribed by each of the different perspectives enhances organizational performance.

24. Conclusions
The result indicates that each of perspectives is viable and leads to different assumptions about the relationship among HR practice, strategy and organizational performance.
This study contribute links characteristics of employment system to organizational performance
Organization adopt best HR Practices can generate greater returns

25. Limitation Banking industry may different to others on HR practice
Job limitation used may different to other occupations on HR practice
Small set of HR practice population
Cross sectional research design effect on indicate performance