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

Brian E. Becker · Mark A. Huselid

1,506 citations0/0 files storedJournal of Management

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Human Resource and Talent Management Management and Organizational Practices Employer Branding and e-HRM

Abstract

The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms.

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References

1997Dynamic capabilities and strategic management 2000Dynamic capabilities: what are they?1985Competitive Advantage: Creating and Sustaining Superior Performance 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development

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