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Saba Colakoglu, Ying Hong & David P. Lepak

In: The SAGE Handbook of Human Resource Management

Chapter 3: Models of Strategic Human Resource Management

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Models of Strategic Human Resource Management
Models of strategic human resource management
Introduction

The field of strategic human resource management (HRM) has been defined as ‘the pattern of planned human resource deployments and activities intended to enable an organization achieve its goals’ (Wright and McMahan, 1992: 298), or ‘organizational systems designed to achieve competitive advantage through people’ (Snell et al., 1996: 62). Both definitions reinforce the notion that HRM practices create valuable resources within the firm that are capable of producing competitive advantage through people. Indeed, more than two decades of research has accumulated a vast body of knowledge which suggests that HRM practices that impact the motivation, knowledge, skills, and behaviors of employees lead to better employee, organizational, and financial outcomes (e.g., Arthur, 1994; Batt, 2002; ...

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