- The Oxford Handbook of Human Resource Management
- List of Figures
- List of Tables
- List of Contributors
- Human Resource Management: Scope, Analysis, and Significance
- The Development of HRM in Historical and International Perspective
- The Goals of HRM
- Economics and HRM
- Strategic Management and HRM
- Organization Theory and HRM
- HRM and the Worker: Towards a New Psychological Contract?
- HRM and the Worker: Labor Process Perspectives
- HRM and Societal Embeddedness
- Work Organization
- Employment Subsystems and the ‘HR Architecture’
- Employee Voice Systems
- EEO and the Management of Diversity
- Recruitment Strategy
- Selection Decision-Making
- Training, Development, and Competence
- Remuneration: Pay Effects at Work
- Performance Management
- HRM Systems and the Problem of Internal Fit
- HRM and Contemporary Manufacturing
- Service Strategies: Marketing, Operations, and Human Resource Practices
- HRM and Knowledge Workers
- HRM and the New Public Management
- Multinational Companies and Global Human Resource Strategy
- Transnational Firms and Cultural Diversity
- HRM and Business Performance
- Modeling HRM and Performance Linkages
- Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain
- Social Legitimacy of the HRM Profession: A US Perspective
Abstract and Keywords
Previous reviews of the fit perspectives in SHRM have had a pessimistic tone and concluded that there was little evidence of the assumption that ‘fit’ leads to organizational success, although most reviews did not specifically focus on internal fit. This article aims to revisit the theoretical foundation of internal fit and provide a review of the literature addressing this issue. Specifically, it sets out to explore the theory and research behind the internal fit perspective in an attempt to summarize and advance our knowledge behind HRM systems and internal fit. In doing so, it addresses the theory behind ‘fit’, the interplay between external and internal fit, issues of the level of abstraction (e.g. focus on HRM philosophies, policies, or practices in measuring HRM systems), different types of internal fit, problems stemming from levels of analysis issues, and the empirical evidence, before summarizing and concluding.
Sven Kepes is a doctoral candidate in management at the Sam Walton College of Business, University of Arkansas, where he is researching in the areas of strategic HRM, compensation, and employee turnover.
John E. Delery is Professor of Management in the Sam Walton College of Business at the University of Arkansas. His research is concerned with the strategic management of human resources, the structure of human resource management systems, personnel selection, and the selection interview.
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