This essay tests some of the assumptions behind the recent focus by academicians and practitioners regarding the efficacy of strategic human resource (HR) management and our present concern with linking HR programs and bundles to corporate performance measures only. We call for broadening our perspective so that employee priorities and needs are given equal attention to those of top management when undertaking such programs as a part of the agenda of high-performance work organizations. We lay out a set of implications for HR policy and practitioners, as well as for useful research for HR, organization behavior (OB), and social issues academicians.
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