Role Behavior Theory (Summary)

Introduction

There are two models which based on role behaviour theory: Mile and
Snows and Schuler and Jacksons
The basic idea of the theory: firms characteristics would determine the
particular behaviour that their workers needed, which relate to HRM
practices to shape workers actual behaviours
Three strategies from Mile and Snows: defender, prospector and
analyzer; each of them have its own behaviours and practices
However, there is no single optimal way to organize and manage.

Linkage
Role behaviour theory is based on the principle of Fit. Where organizations try to
match the human resource management practices to the overall strategic direction
through desired employee behaviour. As per miles and snow (1978) prospector,
defender and analyser are different from each other and needs different HR
practices on recruitment & selection, training & development, performance
appraisal and compensation policies.
A prospector company needs their employees to have highly creative, interdependent and risk taking
behaviour with long term focus and moderate concern for quality and quantity. Employees needs to focus
on process and result with uncertainty. Thus; HR practices includes: (1) recruitment of highly skilled
employees, (2) extensive orientation, (3) limited training, (4) Team-working, (5) creating highly creative
and flexible work environment with minimum control, (6) resulted oriented group based performance, (7)
gain/profit sharing and employee stock ownership based rewards.
A defender company need their employee to behave repetitively with little
autonomy and short term focus. Employees have specific job description with
individual production targets, where concern for quality is moderate with high
concern for quantity. Risk taking is low and particular focus is on results. Accordingly;
HR practices includes: (1) recruitment of entry employees, (2) little orientation, (3) extensive training, (4)
individual jobs (5) creating controlled working environment with maximum control, (6) process based
individual performance appraisal, (7) cash based hierarchical compensation.
Finally; an analyzer company needs their employees to behave in a mixed way, because of the
combined focus on prospector and defender behaviours.
Criticism

Challenges
1. Complexity. (Dealing with Analyzer strategy is complex)
2. Quality. (Every industry and organization have its own definition of quality)
3. Environmental uncertainty. (Such as political, competition, Technology
changes, and Globalization)
4. Disagreement literature. (No agreement among the scholars about which
strategies are needed)

Strengths
1. Flexibility. (Sharing information, participating in decision making, and
accessibility)
2. Encouragement. (Employees involvement, loyalty, and positive
relationships)