Strategic Human Resource Management: Complex Evaluation

Introduction: The Concept of Human Resource Management

The conception of human resource management (HRM) applies to every domain of business and marketing. Thus, the issue targets recruitment, guidance, and support of people who work for a particular service or establishment. The strategies of human resource management are multidimensional and connect the staff of a business sphere to the specific goals that are initially set by an employer.

This literature review focuses on the complete evaluation of contemporary research studies that refer to the matter of human resource management. Specifically, the paper aims at establishing the connection between the existing strategies of HRM as well as the verification of their efficiency. Moreover, the work investigates whether there is a universal formula of human resource management that can yield valid results for every business domain.

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Literature Review: General Findings

This section provides a sophisticated analysis of six contemporary scientific articles that reflect contrastive views on strategic human resource management. The aims of the discussed papers are versatile, which aims at showing different factors that influence HRM. This approach guarantees a reliable evaluation of staff managing in an integrative way.

The first research study, “Strategic human resource practices and innovation performance: The mediating role of knowledge management capacity,” investigates the role of knowledge and proficiency capacity in the sphere of HRM (Chen & Huang, 2009). In other words, the authors of the article aimed at proving that the success of the business projects is dependable on the intellectual skills of the employees. The assumption was verified by testing the performances of 146 business firms. Due to the findings of the work, there is a direct correlation between the innovative decisions that are made by the companies and their workers’ IQs. Therefore, the article confirms the initial hypothesis and claims that strategic human resource management should be based on the attestation of the employees’ mental abilities.

The second research study that was conducted by Gong, Law, Chang, and Xin (2009), is called “Human resources management and firm performance: The differential role of managerial affective and continuance commitment.” The article focuses on the differentiation between the support-oriented and performance-oriented HRM systems. The authors strive to evaluate the efficiency of both approaches and to identify the most productive one so that to incorporate it into the concept of successful strategic human resource management. The investigation is based on the questionnaire method. Thus, the authors evaluated the opinions of 2 148 managers. Due to the outcomes of the research study, the prevalent part of employers claimed that a successful HRM focuses on the results rather than the maintenance of the process. Thus, the performance-oriented system is acknowledged to be part of a successful strategic HRM.

Huselid and Becker’s (2011) study that is named “Bridging micro and macro domains: Workforce differentiation and strategic human resource management” explores the micro and macro dimensions of strategic human resource management. Specifically, the authors verified hierarchical organizational levels against the strategic capability domain. In the aftermath of the investigation, it was concluded that the latter creates some crucial values development within any firm. Thus, it is believed that the distribution of occupational responsibilities within the strategic HMR should be dependent on abilities rather than organizations.

The fourth research study, “Technical and strategic human resources management effectiveness as determinants of firm performance,” targets the interrelations between the HR managers and the outcomes of the actual work within the business sphere (Huselid, Jackson, & Schuler, 2007). The authors discuss the effectiveness of 293 American companies’ production and efficiency. Due to the outcomes of this study, there is a direct correlation between the HR manager’s work and three concepts of business management, which are market value, general productivity, and finance flow.

The idea of firm owners in the context of strategic human resource management is evaluated in the article “Strategic human resource management, firm performance, and employee relations climate in China” (Ngo, Lau, & Foley, 2008). Specifically, the authors of the study focus on the comparison of strategic HRM in foreign and state-owned companies. A number of Chinese enterprises were evaluated in frames of this work. According to the final results of the investigation, the quality of strategic human resource management is much lower in the establishments that are owned by a state than those that are supported externally.

Finally, the last reviewed article aims at a complex exploration of human capital as a driving force of strategic human resource management. The research study under the name “Exploring human capital: Putting ‘human’ back into strategic human resource management” is based on the underlying suggestion, due to which personal ideas and opinions stipulate the improvement of the establishment’s work (Wright, & McMahan, 2011). Moreover, the paper studies the ways in which one can measure human capital in business spheres. Due to the findings of the investigation, subjective measurement, which consists of random individual responses, was proved to be the most efficient evaluator of the workers’ success.

Synthesis of the Outcomes of Strategic Management Studies

The complexes of ideas that may be drawn from the analyzes of six management studies comprise a concept of successful strategic HRM. Thus, one can conclude that there exists a universal formula for effective employees’ treatment and support. The strategic HMR may be formatted according to the established parameters. First, it has to be sustained by an externally-funded firm. Second, the HR management should take an orientation on the general performance of the employees as well as pay much attention to their creativity and mental abilities rather than technical mastery. Third, the administration of any business firm needs to sustain a complex, subjective verification of human capital.

Conclusion: Human Resource Management in Contemporary Literature

To sum it up, it has to be acknowledged that the model of strategic human resource management falls into the category of the most successful business ideas. In fact, the constant control and support of the employees’ achievements and personal abilities stipulate the practical work of a project or enterprise. Moreover, it can both improve and guide the workers’ performances.

In this paper, complex evaluation of the strategic HRM was conducted. Six modern research studies served as the materials for this investigation. The study revealed that contemporary science views strategic human resource management as a result-oriented technique that is rooted in individual intellects and ideas. The synthesis of six assumptions that were offered by the reviewed articles revealed a formula for successful HRM projecting that could be applied in any business environment. The established system includes a few elements that stipulate the work. These are personal ingenuity tracking, ownership elaboration, human capital evaluation, and performance orienting.


Chen, C., & Huang, J. (2009). Strategic human resource practices and innovation performance: The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104-114.

Gong, Y., Law, K., Chang, S., & Xin, K. (2009). Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94(1), 263-275.

Huselid, M., & Becker, B. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 11(1), 25-38.

Huselid, M., Jackson, S., & Schuler, S. (2007). Technical and strategic human resources management effectiveness as determinants of firm performance. Academy of Management Journal, 40(7), 171-188.

Ngo, H., Lau, C., & Foley, S. (2008). Strategic human resource management, firm performance, and employee relations climate in China. Human Resource Management, 47(1), 73-90.

Wright, P., & McMahan, G. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.

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