Human resource management has always faced a fundamental paradox: Top managers in any company will readily agree that the people are the keys to the success, but few believe they know whether their people are well managed or if they are prepared to fortify and enhance the transformations facing...

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of...

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management...

This paper does not recommend a measurement system, nor a particular set of HRM measures. Rather, our purpose is to suggest a framework of thinking about human value and business measurement that may guide future measurement efforts.

For SHRM to advance, it must eventually be based on a theory that specifies not only concepts and relationships, but appropriate and high-quality measures to express and test them. For metrics to advance beyond simply a large inventory of potentially-useful indices with no integrating logic or...

This paper is focused on the emergent field of strategic international human resource management (SIHRM). We suggest that SIHRM is becoming an integrated intellectual map in terms of: (1) the typologies created; (2) the language used; and (3) its pedagogy. Does the way in which we articulate SIHRM...