Pages: 3

Theorizing and practice in strategic human resource management do not happen in a vacuum but always within a context, often a dynamic context. Political, economic, legal, and social environments greatly affect the conduct of, and thinking about, SHRM. The coronavirus (COVID-19) which swept the globe did indeed trigger unprecedented policy and behavioural responses. A great deal has been written about the impact of COVID-19 on jobs, work, the economy, and society. High-performance work systems have been a key concept in SHRM and as such were covered in our first edition; in this, the people review the latest contributions to the literature. Signalling theory has been, and is, influential in microeconomics but it is new to HRM. It suggests that HRM policies only really have salience when signals sent by managers are coherent and consistent and that these signals are appropriately received by workers. Most HR research has tended to focus on managers and their strategies and practices.

Pages: 14

This chapter introduces all the key aspects of strategic human resource management (SHRM): What it is, What does it look like? What were its antecedents? Why is it important? What kind of performance outcomes have been found? What are the main theories, trends, and frameworks? The chapter locates SHRM in its historical context and reveals its variants and the controversies it has provoked.

Pages: 14

This chapter explains the range of theories linking HR policies to performance outcomes. These include behavioural, resource-based, and contingency theories. The chapter then moves on to describe later developments: first, studies revealing the precise extent of the impact on performance; second, explorations of the processes occurring in the ‘black box’ of that linkage; and third, studies probing the role of employee attributions and perceptions, and studies of the ‘strength’ of the HR systems and their elements. Signalling theory in this regard is explained. The analysis is also made of the constituent elements of different HR bundles. This latter concept leads on to the idea of high-performance work systems (HPWS).

Pages: 16

This chapter takes a more detailed look at each of the main elements of HR practice such as planning, recruitment, selection, organization and job design, appraisal, training and development, career management, reward strategies, and exit. Employee engagement, outsourcing, and zero-hour contracting indicate the range of practices which may or may not cohere into employment strategies.

Pages: 14

This chapter puts the spotlight on the HR function (specialism/department) itself. Most especially, an examination is made of what capabilities and competences the people who staff these departments claim to have and actually have. In basic terms, the question is asked: what do these people actually do and with what degrees of capability, and to what effect? To answer these questions, results from a series of empirical studies conducted over many years and across many countries are presented. From this data, one can judge whether the prescriptive models are being followed in practice. Comparisons are made between the reports made by HR specialists and the managers who seek to use their services. The survey evidence helps track and trace the shifting priorities of HR practitioners.

Pages: 13

The nature and practice of HR change over time. This chapter traces the main developments – for example, from a welfare function to a strategic partner function and how such shifts reflect crucial shifts in the wider context. The shift to a high-commitment strategy is shown to be far from sequential; rather there are evident ebbs and flows. Key shifts in the inner and outer contexts are described. Globalization is identified as a key driver along with developments in technology – most especially digitalization. Disruptions such as pandemics and war are noted as impelling changes to job insecurity.

Pages: 13

In the light of the dynamic changes in the environment, organizations need both fit and flexibility if they are to remain viable. Ambidextrous organizations seek to exploit existing capabilities and explore new ones to match new circumstances. The different types and meanings of ‘fit’ are explained. For example, fit as matching and fit as covariance, fit as moderation and fit as mediation. The links between fit, flexibility, agility, and performance are explored.

Pages: 10

Overall assessments are made in this chapter of both the ‘high-road’ and ‘low-road’ variations in HR as analyzed in detail in earlier chapters. Trends in such directions are discussed. Aspects of HR, which have endured and those which have faded or conversely emerged, are chronicled. Alternative views of progression versus stagnation in the field are evaluated. Frames of analysis from narrow to wide, from organization specific to network wide, are identified. The likely influence of different forms of financing for HR practice is discussed. Automation and artificial intelligence along with other significant shifts are considered along with emergent conceptualization such as signalling theory and HR signal strength. Views direct from the front line of practitioners are reported in this chapter. Finally, future-oriented research agendas and ideas are identified.