The University of Sydney
HRM systems have been cited and used rather extensively. However
it is important to note the various components of HRM systems.
We have also examined the element of organisational culture, climate
and HR, and how this influence the HRM system
Bowen and Ostroff (2004)'s work proposed three distinct elements of
distinctiveness, consistency and consensus, in designing a strong
HRM systems. This would be a good starting point.
There are other factors and considerations (Farndale & Sanders,
2017; Ostroff & Bowen, 2016) which highlight the need to consider
other multifaceted factors (e.g. culture and stakeholders) and
complexities when designing the HRM system
Bowen, D., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the
"Strength" of the HRM system,
Academy of Management Review
, 29(2): 203-221.
Cogin, J., Ng, J.L., Lee, I. (2016). Controlling healthcare professionals: How human resource management
influences job attitudes and operational efficiency,
Human Resources for Health
Farndale, E. & Sanders, K. (2017). Conceptualizing HRM system strength through a cross-cultural lens,
The International Journal of Human Resource Management
, 28(1): 132-148.
Li, X., Frankel, S., & Sanders, K. (2011). Strategic HRM as process: how HR system and organizational
climate strength influence Chinese employee attitudes,
The International Journal of Human Resource
, 22:9, 1825-1842.
Monks, K. Kelly, G. Conway, E. & Flood, P. (2013). Understanding how HR systems work: The role of HR
philosophy and HR processes,
Human Resource Management Journal
Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: Is there strength in the
construct of HR system strength?
Academy of Management Review, 41
Wood S. (1996). High commitment management and payment systems.
Journal of Management Studies
** Required Reading for this course.