Intellectual capital has emerged as a key component in a firms‟ future success in innovation and knowledge building. This review paper investigates whether the recruitment and selection process is regarded as a strategic function in SMEs. The current debate is on the extent of Strategic Human Resource Management (SHRM) effectiveness on management practices. It is to ascertain which of the HR ar...

The common use of generic strategy typologies in strategic human resource management (SHRM), such as the typology proposed by Michael Porter (1980), is inaccurate and probably obsolete. SHRM research that examines the performance effects of human resource (HR) systems does not need to invoke the strategy construct in order to fulfill its goals. SHRM research that uses organizations' strategies ...

Through an analysis of the relationship between human resource management (HRM) systems and strategy types, predictions are made about a simultaneous horizontal and vertical fit. In a conceptual model for strategic HRM the key argument is, that the fit between firm strategy and HRM strategy is determined by (matching hypothesis) task characteristics of the strategy type and internally, consiste...

This study advances research on the return from entrepreneurial orientation by examining how a firm’s internal system (i.e.,SHRM) and the external environment (i.e., technical turbulence) within which a firm operates intervene in the relationship between entrepreneurial orientation and product innovation performance. This study finds that entrepreneurial orientation is positively related to pro...

Critics have argued that the field of human resource management (HRM) lacks a coherent theoretical framework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agency/transaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that ar...

This study examines the determinants and outcomes of the adoption of high performance work systems (HPWS) in foreign subsidiaries of multinational corporations (MNCs). Region-of-origin of MNCs, headquarters (HQ) influence, and strategic human resource management (SHRM) orientation are expected to determine subsidiaries’ use of HPWS, which affects firm performance via organizational climate. We ...

Managing diversity is usually viewed in broad conceptual terms as recognising and valuing differences among people; it is directed towards achieving organisational outcomes and reflects management practices adopted to improve the effectiveness of people management in organisations (Kramar 2001; Erwee, Palamara & Maguire 2000). The purpose of the chapter is to examine the debate on how diversity...

Though Strategic Human Resource Management (SHRM) has become a specialized course in the education of (HRM), serious consideration current body knowledge SHRM reveals theoretical gap that exists ascertaining meaning and content for teaching learning purpose, particularly Sri Lankan context, perhaps Asian context. This non-traditional but systematic research paper was written to accomplish three...

♦ Managing demographics and managing globalization will take on a higher priority for organizations in the future compared with 2007. Currently, most organizations do not have staff dedicated to managing demographics. Table 1 What Are the Priorities for the HR Profession? Today (n = 517) future (n = 504) Managing talent 48% (2) 52% (1) Improving leadership development 52% (1) 45% (2) Managing d...

This article reviews the relationship between organizational culture Strategic Human Resource Management (SHRM) and Organizational Citizenship Behavior (OCB). Although, Organizational culture and SHRM are important factors influencing organizational citizenship behaviors but little research has been done about how these two factors influencing the organizational citizenship behavior. The main p...