Literature Review of Human Resource Management, theory versus practice
Policy versus practice:
Understanding the relationship between human resource management and organizational outcomes is one of the long-standing goals of macro human resources management research. – Kaifeng Jiang et al 2011
With rapid change in the economic environment managers and scholars have been motivated to seek competitive advantages through new sources. The role of a skilled, motivated and flexible workforce has become more prominent than traditional attributes such as technology, economies of scale or natural resources. This is illustrated in the growth of Human Resource Management (HRM) literature, which focuses on strategies to stimulate economic performance by sustaining and developing core competencies within a workforce. With the aim of improving the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives HRM is a multi facetted approach (Schwind et al, 2010). High performance work systems developed through strategic HRM have been the focus of modern organisational theory because it is has considerable interdisciplinary application. Within this field the focal point of these studies is the extent at which HRM policy affect performance (Huselid et al, 1997) . This research analyses current literature, both academic and popular, on the implementation and effectiveness of HRM under a resource based perspective focusing on three outcomes; Human resource benefits, operational improvement and financial growth.
Academic literature has generated strong empirical evidence correlating strategic HRM concepts and improved economic performance. Therefore economic rationality suggests that HRM should be a highly-involved widely used work practice. Contrary to this the adoption of such policies has been slow and sporadic. This represents a gap in awareness or application and therefore HRM needs to be analysed in two dimensions; both academically and practically. To assess
Understanding the relationship between human resource management and organizational outcomes is one of the long-standing goals of macro human resources management research. – Kaifeng Jiang et al 2011
With rapid change in the economic environment managers and scholars have been motivated to seek competitive advantages through new sources. The role of a skilled, motivated and flexible workforce has become more prominent than traditional attributes such as technology, economies of scale or natural resources. This is illustrated in the growth of Human Resource Management (HRM) literature, which focuses on strategies to stimulate economic performance by sustaining and developing core competencies within a workforce. With the aim of improving the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives HRM is a multi facetted approach (Schwind et al, 2010). High performance work systems developed through strategic HRM have been the focus of modern organisational theory because it is has considerable interdisciplinary application. Within this field the focal point of these studies is the extent at which HRM policy affect performance (Huselid et al, 1997) . This research analyses current literature, both academic and popular, on the implementation and effectiveness of HRM under a resource based perspective focusing on three outcomes; Human resource benefits, operational improvement and financial growth.
Academic literature has generated strong empirical evidence correlating strategic HRM concepts and improved economic performance. Therefore economic rationality suggests that HRM should be a highly-involved widely used work practice. Contrary to this the adoption of such policies has been slow and sporadic. This represents a gap in awareness or application and therefore HRM needs to be analysed in two dimensions; both academically and practically. To assess
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