Strategic people management of coal mining firms in Central Queensland

摘要

Purpose - This paper aims to propose a conceptual framework to explore the link between strategicrnhuman resource management (SHRM) and firm performance of the coal mining companies in CentralrnQueensland (CQ), Australia.rnDesign/methodology/approach - The paper reviews literature relating to the process and issuesrnof transforming human resource practices and industrial relations of the coal industry in Australiarnfor the past decade. Theoretical development and empirical studies on the SHRM-performancernlinkage are discussed. Based on the literature review, the paper develops an integrated model forrntesting the relationship between SHRM and firm performance in the context of CQ's coalmines andrnproposes a number of research propositions.rnFindings - Three perceivable outcomes are likely derived from application of this framework in thernfield. First, a testing of the linkage between strategic HRM and firm performance in the coalrnindustry, using an integrated approach, would complement the empirical deficiency of treatments onrnthe prior SHRM models. Second, data at firm level could be collected to develop a betterrnunderstanding of how the adoption of strategic HRM practices in coal companies can affect firmrnperformance. Third, the extent of flexibility practices, use of contractors and associated managementrnpractices could be identified.rnOriginality/value - The coal industry is central to economic development of regional Queensland.rnThe industry contributes substantially to GDP via employment, investment and product export. Anrnexploration of the impact of SHRM on the coal industry will likely result in identifying some bestrnpractices that could be potentially adopted in the wider business community to foster regionalrneconomic development in Australia and worldwide.