Abstract:
Since the 1990s, there have been hundreds of conceptual and empirical articles
investigating the relationship between Strategic Human Resource Management
(SHRM) and performance. To this end, scholars have studied the role of the HR
function, ‘fit’ between SHRM, and a range of contextual factors which include the
external environment (market and institutions), internal structures and processes,
and an organization’s administrative heritage. Empirical evidence convincingly
demonstrates the added value of SHRM for organizational performance in terms
of increased productivity, higher profitability, and lower employee turnover rates
(Arthur, 1994; Combs, Liu, Hall, & Ketchen, 2006; Van De Voorde, Paauwe, &
Van Veldhoven, 2010). However, almost without exception, SHRM research has
relied on evidence from private sector organizations. Therefore, the aim of this
special issue is to address this imbalance by considering SHRM in a public sector
context (see Ongaro & Van Thiel, 2017).
