Abstract and Keywords
This article explores human resource (HR) management and its interrelationship with strategic human capital and performance. Drawing on data from 158 studies of human capital, the authors consider how synchronized systems of HR management practices affect human capital and how individual practices impact performance. The authors also look at the impact of synchronized systems of practices on performance in relation to human capital and existing resources. The authors describe resource-based theory that explains performance differences and how firms manage their strategic resources to enhance performance. Finally, the work compares the direct and indirect effects of HR practices and systems on performance.
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