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Keywords:

  • strategic HR;
  • organizational effectiveness

Abstract

While strategic human resource management (SHRM) theory has largely supported the importance of “fit,” the empirical research evidence has been mixed. In this study, we employ an ethnographic, case-study approach to provide a more comprehensive assessment of fit and consider key contextual factors influencing HRM in the organization. Our findings suggest that the misalignment of HR practices can produce conflicting signals for employees, leading to reduced motivation and commitment. Furthermore, our study suggests that attempts to adopt isolated best practices without sufficient consideration of fit can have negative consequences. We conclude with a discussion of theoretical and practical implications.