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

Journal of Management · 2006 · Vol. 32(6) · pp. 898–925

Brian E. Becker✉(University at Buffalo, State University of New York)Mark A. Huselid(Rutgers, The State University of New Jersey)

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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.

Innovation and Knowledge Management Corporate Finance and Governance International Business and FDIStrategic human resource planningScholarshipArticulation (sociology)Focus (optics)BusinessStrategic planningHuman resource managementKnowledge managementKey (lock)Strategic management

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References

MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.