- 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
This article aims to discuss this intersection between strategic management and HRM, what we know, and future directions for Strategic Human Resource Management (SHRM) research. It begins by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next it addresses its role in creating the link between HRM and strategic management including key questions that the RBV has raised in relation to SHRM. It then examines the current state of affairs in SHRM, the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, it concludes with a personal view on future directions for SHRM research.
Mathew R. Allen is a doctoral candidate in human resource management at Cornell University where his research is concerned with the relationship between HR practices and firm performance among small businesses.
Patrick M. Wright, Department of Human Resource Studies, Cornell University, Ithaca, NY
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.