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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
HR Systems and HPWS: Future Direction for SHRM
Gürhan Uysal
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DOI:10.17265/1548-6583/2025.01.001
Ondokuz Mayıs University, Samsun, Turkey
Aim of this study is to discuss science-practice gap in strategic human resource management (SHRM). According to HR scholars, there is science-practice gap in the field of SHRM, because firms do not apply HR systems (human resources). Proposal of this study is that HR systems are applied by HR managers in organizations. Thus, HR managers are to understand interrelationship among HRM practices, i.e., HR managers get to know HR bundles. Further, high performance work systems (HPWSs) may be applied by elements in HRM practices. Thus, HR managers are to realize elements in HRM practices. For example, most important elements in compensation system are benefits, merits, incentives, and performance-based pay. Those elements increase employee satisfaction. High involvement work practices (HIWSs) may be applied by firms through board membership of managers. For example, through board membership, HR managers affect HR-related decisions at top level. Assumption is that if firms adopt HR systems, HPWS, and HIWS, SHRM may be in practice. This study puts HR managers into core center of HRM. Because to apply HR systems, HPWS and HIWS depends on HR managers’ ability to understand interrelationships, elements and board membership.
SHRM, science-practice gap, HR managers, HR systems, HPWS, HIWS
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