The chapter illustrates how misalignment of Human Resource Management System (HRMS) creates risks of reduction in organizational performance and well-being of employees. The chapter starts with the analysis of reasons and consequences for choosing particular HRMS by firms and description of criterions to differentiate between the key alternatives: high-productivity, high-commitment and high-involvement-based HRMS. Then it illustrates possible options within an additive approach, which allows reproducing wider variety of HRMS, aiming at identical for organization HR strategy. It also shows how additive approach can intensify positive sides and mitigate the drawbacks of each HRMS in accordance with the organizational health concept. The final part illustrates how to deal with the situation when the most suitable HRMS is not available due to its lower legitimacy, suggesting models with alternative options, or applying additive approach.
|Translated title of the contribution||Эффекты систем управления человеческими ресурсами как основа для стратегического планирования человеческих ресурсов: Планирование человеческих ресурсов в 21 веке|
|Title of host publication||HRM Systems Effects as a Basis for Strategic HR Planning|
|Subtitle of host publication||Human Resource Planning in 21st Century|
|Place of Publication||London|
|Number of pages||20|
|Publication status||Published - Oct 2018|
Кошелева, С. В., & Бордунос, А. К. (2018). HRM Systems Effects as a Basis for Strategic HR Planning: Human Resource Planning in 21st Century . In J. Fahed-Sreih (Ed.), HRM Systems Effects as a Basis for Strategic HR Planning : Human Resource Planning in 21st Century (pp. 83-102). InTech. https://doi.org/10.5772/intechopen.75456