Human Resource Strategy provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review twenty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. The authors present much of the relevant research in the context of the critical strategic decisions that executives must actually make with regard to human resource investments and deployments. As a result, often complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners.

People Flow Subsystem

People flow subsystem

Our discussion in the previous chapter suggested that HR practices tend to cluster into discernable configurations or strategies. Furthermore, we noted that most contemporary strategic human resource management (SHRM) theories suggest that, in accordance with equifinality assumptions, these clusters tend to encompass practices that are both internally consistent and externally aligned (i.e., with business unit and/or corporate strategy). Reviewing a variety of theoretical and empirically derived frameworks, we argued that typologies of dominant HR strategies tend to be unidimensional, focusing either on the overall labor market orientation of the firm or on the approach taken to control the work process. Integrating both of these dimensions, we proposed that in fact four ideal types of dominant HR strategies might be identified: ...

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