Best Fit vs Best Practice
This bundle of seven practices ultimately leads to the conclusion that individual practices cannot be implemented effectively in isolation, but “the combination of practices into a coherent package is what matters” (MacDuffie, 1995). Pfeffer (1995) seeks to propagates a model that relies on HRM adopting high-cost, high-skill employment policies in order to compete on quality and productivity. Best practice models emphasize enhancement of employee knowledge, abilities, and skills through careful recruitment and strong training. They also contain an emphasis on motivating desired behavior through strong incentives, by means of both incentive pay and employee ownership. Furthermore, best practice models view contributions by better trained and more motivated workers as an expansion and opening up of opportunities. It then appears that since ‘best practice’ serves the interests of both shareholder and worker, why is it not implemented as the standard human resource practice within all organizations? There is a lot of agreement that what constitutes a suitable model or system of best practices varies between each organization. This is to say that while some organizations will mention four or five key practices, others mention a ten or more. Thus, it is hard to accept that a universal best