Models of Strategic Human Resource Management

Jiang, Kaifeng; Li, Pingshu

doi:10.4135/9781529714852.n3

Cited by 13 publications

(16 citation statements)

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“…The process of understanding the communication and the environment is understood through the lens of social information processing theory (Salancik & Pfeffer, 1978). This theory supports the assumption that the social environment in which employees operate influences their attitudes in organizations (Jiang & Li, 2018;Takeuchi et al, 2009). According to this theory, the social environment creates variation in individual perceptions regarding job characteristics and these experiences in turn influence individuals' attitudes and behavior.…”

Section: Theoretical Perspectives That Focus On Organizational Communmentioning

confidence: 69%

“…Based on how the organization treats their employees, it is argued that employees who receive benefits feel required to respond in kind (Blau, 1964). In particular with regard to HR practices, SET is helpful in explaining how HR practices can motivate employees, as the exchange of resources and benefits is shaped by the social relationship (Jiang, 2016;Jiang & Li, 2018;.…”

Section: Theoretical Perspectives From An Exchange Relationship Perspmentioning

confidence: 99%

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The employee perspective on HR practices: A systematic literature review, integration and outlook

Beurden

Voorde

Veldhoven

2020

The International Journal of Human Resource Management

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With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights develop. This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined (as an antecedent, mediator, or outcome), 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research. The findings illustrate how scattered current approaches are in terms of how employee perceptions of HRM have been examined. In addition, a range of theoretical frameworks that advocate and support the employee perspective on HRM have been used, showing that a single perspective on employee perceptions of HRM seems infeasible. Finally, a variety of descriptive and evaluative conceptualizations have been used. Recommendations and avenues for future research to gain a more comprehensive understanding of employee perceptions of HRM are provided.

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Section: Theoretical Perspectives That Focus On Organizational Communmentioning

confidence: 69%

Section: Theoretical Perspectives From An Exchange Relationship Perspmentioning

confidence: 99%

The employee perspective on HR practices: A systematic literature review, integration and outlook

Beurden

Voorde

Veldhoven

2020

The International Journal of Human Resource Management

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“…Several critical reviews and controversy pieces have been published which provide insightful analyses of the state of development of research on SHRM, highlighting issues related to conceptual ambiguity, methodological weakness and practical relevance, and illuminating ways forward (Boxall & Mackay, 2009; Guest, Conway, & Dewe, 2004; Jackson et al, 2014; Jiang & Li, 2019; Kaufman, 2015a, 2020; Lengnick‐Hall, Lengnick‐Hall, Andrade, & Drake, 2009; Paauwe & Boselie, 2003, 2005; Purcell, 1999). In particular, Human Resource Management ( HRM ) and Human Resource Management Journal ( HRMJ ), two leading HRM journals, have been at the forefront in publishing the controversy issues (see HRM , volume 54, issue 3; c.f.…”

Section: Major Critiques About the Research Direction Of Shrmmentioning

confidence: 99%

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

Cooke

Xiao

Chen

2020

Human Resource Management

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Strategic human resource management (SHRM) has been an important strand of research in the HRM field for over three decades, and has attracted heated debates in recent years. One main critique of the state of SHRM research is its increasing detachment from HRM practice, in the pursuit of more theoretical rigor and methodological sophistication. Our review article has two main tasks. First, we review SHRM research published in two leading HRM journals—Human Resource Management and Human Resource Management Journal—in the light of the criticisms on SHRM research and use this as a backdrop of our second task. Second, we critically examine SHRM research conducted in the Chinese context by drawing on a systematic review on extant literature. In doing so, we draw on a wider range of HRM journals such as Human Resource Management Review, The International Journal of Human Resource Management, and so forth. We find that while the trend of psychologization in SHRM research is gathering pace, the range of theoretical perspectives mobilized to inform the studies is actually expanding. We call for SHRM research to be more contextualized and more practical phenomenon‐driven SHRM research. We indicate several avenues for future research, using China as an example.

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“…Also different between HPWS and ERS models and scorecards is that the former omits most or all of the organization's management (triangle), particularly above frontline level, as a human resource and performance contributor—and blocker—while the latter includes it. Huselid, Becker, and Beatty's Workforce Scorecard book, and most HPWS models (see Jiang & Li, 2019), implicitly or explicitly include only (or mostly) nonsupervisory employees in the rectangle because of the managerialist assumption they are the “worker” human resources whose role is to supply labor services by performing assigned job tasks while management's role is to stand above the production process in the triangle and control/coordinate it, partly by monitoring BSC signals of the system's performance and making as‐needed adjustments to the HPWP levers. It is also assumed that managers adjust the levers to optimize firm performance but, in fact, their defensive resistance to sharing power, decision‐making, and information is a major reason for limited HPWS uptake and survival (Beer, 2009; Edwards, 2008; Jewell, Jewell, Kaufman, 2020; Lawler, 1986).…”

Section: Employment Relations Model and Bsc Strategy Mapmentioning

confidence: 99%

“…The overall workforce score and grade are given in Section 8. Finally, all items in Sections 1–7 use data from the employer panel of SWERS for the data availability reason explained above, plus most SHRM studies rely on management‐provided data and using it reflects the managerialist cast of SHRM (Jiang & Li, 2019).…”

Section: Hpws and Ers Scorecards Comparedmentioning

confidence: 99%

Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces

Kaufman

Barry

Wilkinson

et al. 2020

Human Res Mgmt Journal

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This paper constructs alternative balanced scorecards based on high‐performance work system (HPWS) and employment relations system (ERS) models. The models are depicted and compared in diagrams and used as framework skeletons for building separate HPWS and ERS scorecards, intended to provide a detailed data picture of the operational health and performance of an organization's employment/HR system and its operations, processes, and inputs/outputs. The scorecards are filled in with nationally representative data from 2,000+ U.S. workplaces using more than 50 employment/HR indicators, as reported by separate panels of managers and employees. The indicators for each workplace are aggregated into an overall HR/employment system score, ranked from low‐to‐high, and graphed as frequency distributions. These distributions provide a unique snapshot picture of the mean and dispersion of the state of employment relations and HR system performance for companies across the United State. They also reveal that “models matter” since the HPWS and ERS scorecards provide distinctly different evaluation assessments.

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Models of Strategic Human Resource Management

Cited by 13 publications

References 0 publications

The employee perspective on HR practices: A systematic literature review, integration and outlook

The employee perspective on HR practices: A systematic literature review, integration and outlook

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces

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