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.

The Impact of Human Resource Strategy

The impact of human resource strategy

Does HR strategy make a difference? That is, to what degree can managers expect to influence their “bottom line” by adopting one HR strategy over another? Given the centrality of such questions, it should come as no surprise that the bulk of strategic human resource management (SHRM) research in recent years has focused precisely on such issues. Indeed, if HR strategy is not associated with key organizational outcomes, then—aside from intellectual curiosity—researchers have little incentive for further inquiry. Over the past decade, dozens of studies have explored the association between HR strategy and a wide variety of organizational outcomes, including turnover, machine efficiency, employee productivity, innovativeness, financial performance, and firm survival. In this chapter, ...

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