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02 Strategic HRM > Strategic fit - Pg. 20

20 Part 1 the Practice of Human resource Management Critical evaluation of the resource- based view The resource-based view has had considerable influence on thinking about human resource man- agement. It provides a justification for attaching importance to resourcing activities, especially those concerned with talent management. It can also be used to enhance the value of the HR contribution in achieving competitive advantage. But it has the following limitations: Perspectives on sHrM Taking into account the concepts of the resource- based view and strategic fit, Delery and Doty (1996: 802) contended that, `organizations adopting a particular strategy require HR practices that are different from those required by organizations adopting different strategies' and that organizations with `greater congruence between their HR strategies and their (business) strategies should enjoy superior performance' (ibid: 803). They identified these three HRM perspectives: 1 The universalistic perspective ­ some HR practices are better than others and all organizations should adopt these best practices. There is a universal relationship between individual `best' practices and firm performance. 2 The contingency perspective ­ to be effective an organization's HR policies must be consistent with other aspects of the organization. The primary contingency factor it may be difficult to find resources that satisfy all the criteria; external factors such as product market pressures are ignored; it provides only generalized guidance on what resources are suitable; different resource configurations can provide the same value for firms; as Priem and Butler (2001) pointed out, the theory is tautological because valuable