Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Abstract

Since the early 1980's the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently. http://www.ilr.cornell.edu/cahrs This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research available to others interested in preliminary form to encourage discussion and suggestions. Desegregating HRM: A Review and Synthesis CAHRS WP02-11Page 3 AbstractSince the early 1980's the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently.The authors wish to thank Michael Wesson, Quinetta Roberson, Christopher Collins and two anonymous reviewers for their helpful comments on an earlier draft of this paper. The first author also wishes to acknowledge that support for the preparation of this paper was provided by the Center for Advanced Human Resource Studies at Cornell University. While these reviews have commendably identified some of the major issues surrounding the various aspects of HRM, they have consistently segregated different aspects of the field, most notably the macro (strategic) and micro (functional) sides. It is our belief that while there is much yet to be discovered in each of these areas, the time is ripe to unify the field. Through examining the linkages between these sub-fields, we attempt to integrate the previously independent issues and concerns. The purpose of this paper is to provide a framework for identifying the intersections of macro and micro HRM research and to explore how those intersections can result in more profound research ...

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