Models of Strategic Human Resource Management

doi:10.4135/9780857021496.N3

Paper

Models of Strategic Human Resource Management

Published 2010 · Saba S. Colakoglu, Ying Hong, David P. Lepak

UNKNOWN SJR score

24

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0

Influential Citations

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Abstract

Strategic human resource management (HRM) is a research area investigating the relationships of bundles or systems of HRM practices with firm performance and other related variables (Jackson, Schuler, & Jiang, 2014). Early research of strategic HRM has distinguished itself from traditional HRM research with its focus on the systems perspective and the organizational level of analysis (Wright, Dunford, & Snell, 2001). For example, Wright and McMahan (1992) defined the field of strategic HRM as ‘the pattern of planned human resource deployments and activities intended to enable an organization achieve its goals’ (p. 298). Similarly, Snell, Youndt, and Wright (1996) defined it as ‘organizational systems designed to achieve competitive advantage through people’ (p. 62). Guided by these definitions, researchers have exerted considerable effort in studying the relationships between HRM systems and their antecedents and consequences in the past three decades (e.g., Delery & Doty, 1996; Huselid, 1995; MacDuffie, 1995). As a result, the stream of strategic HRM research has accumulated thousands of publications conducted by researchers from over 120 countries (Jiang & Messersmith, 2017). In the first edition of The SAGE Handbook of Human Resource Management, Colakoglu, Hong, and Lepak (2009) reviewed the primary theoretical perspectives and theoretical frameworks guiding the thinking and research in strategic HRM. The field has greatly expanded since then and has witnessed notable growth in several aspects (e.g., mediating mechanisms, multilevel research, and longitudinal research) in the past 10 years. Therefore, an updated review of strategic HRM models is warranted to summarize the recent progress in this field. In this chapter, we aim to review the primary theories and models that have been used to explain the use and effects of HRM systems in organizations. First, we briefly review the traditional perspectives and frameworks of 2

Study Snapshot

Strategic HRM models have evolved over time to better understand the relationship between HRM systems and firm performance.

PopulationOlder adults (50-71 years)

Sample size24

MethodsObservational

OutcomesBody Mass Index projections

ResultsSocial networks mitigate obesity in older groups.

Paper

Models of Strategic Human Resource Management

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Citations

Factors Affecting Business Performance after the Transfer of Leadership Generation in Small and Medium Enterprises

Successful leadership generation transfer in small and medium enterprises in North Vietnam is influenced by three key factors: CEO transition plan, successor selection, and successor characteristics.

A bibliometric analysis of the psychologization of human resource management

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