Strategic Human Resources Management: Where Do We Go From Here?

Abstract

The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both theThe field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of 898 † †We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article.

A new framework to analyse workforce contribution to Australian cotton farm adaptability

“…• External social networks: affiliations and association memberships; training sources; labour sources; community • Internal social networks: relationships of trust between employer and employee; mutuality of interests; leadership provided by employer; long-term employee loyalty; a team approach; the employer's approach and empathy resource management (SHRM) (Becker and Huselid 2006). SHRM focuses on organisational performance and the role of human resource management systems in solving business problems.…”

“…'Strategic' refers to the way advantages are realised and the system of capabilities to generate advantages. Porter's (1996) concept of the 'strategy activity system' is relevant in which actors 'deliberately choose[ing] a different set of activities to deliver a unique mix of value ' (1996: p. 64) and in which there is no one 'best' workforce strategy (Becker and Huselid 2006). For instance, strategies that prioritise human resource stability and low turnover of people will often involve employers focusing on 'employee engagement', where employees feel vigorous, dedicated and absorbed at work (Albrecht et al 2015).…”

Perceived Organizational Support and Organizational Citizenship Behavior: The Case of Kuwait

“…A study conducted by Farndale et al (2011) shows that employees who perceive that they have the opportunity to voice their opinions regarding changes and influence decision-making, exhibit high commitment to the organization. Becker & Huselid (2006) linked HR practices with commitment by explaining that they may create bonds with organization. Klein, Molloy, and Brinsfild (2012) showed that HR practices along with climate and culture are key organizational factors that influence commitment.…”

Effects of Leader-Member Exchange, Interpersonal Relationship, Individual Feeling of Energy and Creative Work Involvement Towards Turnover Intention: A Path Analysis Using Structural Equation Modeling

“…In fact, these two strategic objectives usually pose a considerable amount of looming pressure on all of its stakeholders which could turn out to be a cause of severe financial distress if they are not managed adequately on time. It is because of the fact that financial gains or losses are closely related with employee's job performance and satisfaction (Becker & Huselid, 2006;Huselid, 1995).…”