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HRM Systems Effects as a Basis for Strategic HR Planning

In: Human Resource Planning for the 21st Century

Author

Listed:
  • Sofia Kosheleva
  • Aleksandra Bordunos

Abstract

The chapter illustrates how misalignment of Human Resource Management System (HRMS) creates risks of reduction in organizational performance and well-being of employees. The chapter starts with the analysis of reasons and consequences for choosing particular HRMS by firms and description of criterions to differentiate between the key alternatives: high-productivity, high-commitment and high-involvement-based HRMS. Then it illustrates possible options within an additive approach, which allows reproducing wider variety of HRMS, aiming at identical for organization HR strategy. It also shows how additive approach can intensify positive sides and mitigate the drawbacks of each HRMS in accordance with the organizational health concept. The final part illustrates how to deal with the situation when the most suitable HRMS is not available due to its lower legitimacy, suggesting models with alternative options, or applying additive approach.

Suggested Citation

  • Sofia Kosheleva & Aleksandra Bordunos, 2018. "HRM Systems Effects as a Basis for Strategic HR Planning," Chapters, in: Josiane Fahed-Sreih (ed.), Human Resource Planning for the 21st Century, IntechOpen.
    • Handle: RePEc:ito:pchaps:141337
    DOI: 10.5772/intechopen.75456
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    More about this item

    Keywords

    HR planning; strategic HR; HRM system; HIWS; HPWS; HCWS; ambidexterity; well-being; organizational health;
    All these keywords.

    JEL classification:

    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

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