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A Systematic Review of Human Resource Management Systems and Their Measurement

Published on Jan 14, 2019in Journal of Management 8.08
· DOI :10.1177/0149206318818718
Corine Boon12
Estimated H-index: 12
,
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
David P. Lepak32
Estimated H-index: 32
(UMass: University of Massachusetts Amherst)
Abstract
In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices because the effects of HR practices are likely to depend on the other practices within the system. Despite this agreement, the extent to which the fundamental assumption in the field of interactions and synergy in the system holds true is unclear. We present a systematic review of 495 empirical studies on 516 HR systems in which we analyze the development of HR systems research over time and identify important trends, explicitly linking conceptualization and measurement of the HR system. Our findings suggest that the increasingly broad conceptualization and measurement of HR systems and the lack of clarity on the HR systems construct at different levels have hampered research progress. Much of the research to date does not align with the fundamental assumption of synergies between HR practices in a system, the m...
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Published on Feb 1, 2019in Journal of Management 8.08
Riccardo Peccei21
Estimated H-index: 21
('KCL': King's College London),
Karina Van De Voorde7
Estimated H-index: 7
(Tilburg University)
The authors provide a systematic evaluation of the emerging multilevel paradigm in human resource management (HRM) research focusing, in particular, on multilevel mediation analyses of the HRM-outcomes relationship. They first distinguish different types of multilevel models and then identify a number of best practice theoretical and methodological criteria for the conduct of multilevel research derived from the literature. These criteria are used to analyze and evaluate all multilevel mediation...
9 Citations Source Cite
Published on Jan 1, 2019in Journal of Management & Organization 1.19
Fang Liu1
Estimated H-index: 1
(GU: Guangzhou University),
Irene Hau Siu Chow1
Estimated H-index: 1
(Hang Seng Management College)
+ 1 AuthorsHao Wang1
Estimated H-index: 1
(SCAU: South China Agricultural University)
3 Citations Source Cite
Published on Sep 1, 2018in Journal of Applied Psychology 4.64
Joseph A. Schmidt5
Estimated H-index: 5
(U of S: University of Saskatchewan),
Dionne Pohler8
Estimated H-index: 8
(U of T: University of Toronto)
©American Psychological Association, 2018. This paper is not the copy of record and may not exactly replicate the authoritative document published in the Journal of Applied Psychology. Please do not copy or cite without author's permission. The final article is available, upon publication, at: 10.1037/apl0000315
1 Citations Source Cite
Kaifeng Jiang1
Estimated H-index: 1
(Max M. Fisher College of Business),
Jake G. Messersmith12
Estimated H-index: 12
(NU: University of Nebraska–Lincoln)
AbstractRecent years have witnessed significant growth in the field of strategic HRM. This article summarizes the literature in this field by conducting a meta-review, a review of the reviews that have covered various topics of strategic HRM. In doing so, the authors highlight theoretical frameworks and empirical findings of studies in the field over the past three decades, identify methodological issues and challenges in the previous research, and discuss recent trends in the field of strategic...
2 Citations Source Cite
Satwinder Singh11
Estimated H-index: 11
(Brunel University London),
Tamer K. Darwish8
Estimated H-index: 8
+ 1 AuthorsAbdul Fattaah Mohamed2
Estimated H-index: 2
AbstractThis is a study on the incidence and impact of specific sets of HR practices on organisational performance (OP) across different types of firm, within an emerging market setting, where institutional arrangements are fluid and developing. The literature on comparative capitalism suggests that, within advanced societies, formal and informal regulations are mutually supportive, and will be sustained by associated HR systems, optimising OP. In contrast, in settings where institutional arrang...
5 Citations Source Cite
Published on Oct 1, 2017in Organizational Research Methods 4.92
Richard G. Gardner7
Estimated H-index: 7
,
T. Brad Harris9
Estimated H-index: 9
+ 2 AuthorsJohn E. Mathieu57
Estimated H-index: 57
The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and reversing effects. In addition, we explore subcat...
13 Citations Source Cite
Published on Jul 1, 2017in Human Resource Management 2.47
Johannes Meuer4
Estimated H-index: 4
High-performance work systems (HPWS) are important conceptual instruments in the human resource management literature. Yet our current understanding of the complementarities within HPWS remains limited for two reasons: First, the dominant theoretical perspectives on HPWS provide a landscape of theoretical possibilities rather than an understanding of different possibilities through which HPWS generate positive effects on performance; and second, the literature on HPWS merely proposes several see...
8 Citations Source Cite
Published on Apr 4, 2017in Production Planning & Control 2.33
Andrey Pavlov5
Estimated H-index: 5
(Cranfield University),
Matteo Mura12
Estimated H-index: 12
(UNIBO: University of Bologna)
+ 1 AuthorsMike Bourne26
Estimated H-index: 26
(Cranfield University)
AbstractThe paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when ...
7 Citations Source Cite
Published on Apr 1, 2017in Journal of Management 8.08
Duckjung Shin2
Estimated H-index: 2
(UWO: University of Western Ontario),
Alison M. Konrad18
Estimated H-index: 18
(UWO: University of Western Ontario)
Previous researchers have questioned whether the association between high-performance work systems (HPWS) and organizational performance indicates causality. Strategic human resource management theories, including the resource-based view of the firm and the behavioral perspective, have provided explanations linking human resource management practices to organizational performance. We add arguments based upon general systems theory to suggest a more complex relationship where performance provides...
41 Citations Source Cite
Published on Apr 1, 2017in Human Resource Management Journal 2.34
Tatiana Andreeva10
Estimated H-index: 10
(MU: Maynooth University),
Mika Vanhala9
Estimated H-index: 9
(Lappeenranta University of Technology)
+ 2 AuthorsAino Kianto16
Estimated H-index: 16
(Lappeenranta University of Technology)
This paper explores the idea that well-aligned HR practices may produce varied and even negative effects on innovation performance. To do so, we examine the interaction effect between rewards for and appraisal of knowledge behaviours on radical and incremental innovation outcomes. Drawing on the insights from the strategic HRM literature on the internal fit between HR practices, as well as the developments of the knowledge governance approach, we argue that rewards and appraisal applied together...
11 Citations Source Cite