A way to think about the strategic HRM process and the link to HRM and organisational performance and strategic outcomes. Although represented in a linear manner for heuristic purposes, there are multiple and dynamic relations between the elements of the strategic process with multiple and circular interactions between strategic alignment, HRM system, HRM practices and the various levels of outcomes.
Illustrated as well is a way to think about the generic SHRM approaches (contingency, configurational and universal SHRM perspectives) and a monitoring and evaluation (M&E) or internal audit approach.
Rather than being bogged down by one or the other, in terms of approaches, the above figure shows how these can be integrated in a manner to navigate the strategic choices and dilemmas in SHRM as well as the different levels of analysis.
Leadership | Innovation | HRM 