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 multidisciplinary review into the definition, operationalization, and measurement of talent

“…Employees who possess human capital that is rated high both on value and on uniqueness are identified as the 'talent' of an organization (Lepak & Snell, 2002). Becker and Huselid (2006) argue that the value of talented employees depends on the specific positions they occupy. Specifically, those positions for which small increments in improvement in quality or quantity result in an above-average return on strategic measures are seen as pivotal (Boudreau & Ramstad, 2005) and should therefore be allocated to high value, high uniqueness employees called 'A players' (Becker, Huselid & Beatty, 2009), making them the most pivotal talent of the organization (Boudreau & Ramstad, 2007;Cascio & Boudreau, 2011).…”

“…In general, scholars adhering to the human capital approach to talentmanagement believe that the relative contribution of people or positions to their organizations legitimizes disproportionate investment in certain employees or jobs (Becker & Huselid, 2006;Lepak & Snell, 1999). This is reflected in the principle of workforce differentiation that refers to the investment of disproportionate resources where one expects disproportionate returns, resulting in segmentation of the workforce on the basis of the strategic contribution a specific job or a specific employee can produce (Huselid & Becker, 2011).…”

Algılanan Bağlılık Tabanlı İnsan Kaynakları Sisteminin Algılanan Gelişim Kültürü ve Yenilikçi İş Davranışına Etkisi

“…Stratejik insan kaynakları yönetimi yazınında araştırmacılar, işletme sorunlarını çözümlemede insan kaynakları sisteminin rolünü belirtmektedir (Becker ve Huselid, 2006). İnsan kaynakları sistemi, değer yaratan ve örgütün yeteneklerini artıran stratejik bir varlık olarak değerlendirilmiştir (Becker ve Gerhart, 1996).…”

Effects of high performance work systems on employee performance: psychological contract breach as mediator

“…High performance work systems influence and align employees" attitudes and behaviors with the strategic goals of the organization and thereby increase employee commitment and subsequently organizational performance (Schuler and Jackson, 1987). Therefore, high performance work systems are a configuration of HRM practices designed to increase employee commitment and subsequently performance (Becker and Huselid, 2006;Bowen and Ostroff, 2004).…”

“…High performance work systems (HPWS) have been playing a key role in the achievement of business goals and improved organizational effectiveness (Becker and Huselid, 2006;Macky and Boxall, 2007). Authors in the field consistently concern that the mechanisms through which high performance work systems influence organizational performance (Delery, 1998;Wright et al, 2005;Paauwe and Boselie, 2005).…”