This literature review examines strategic human resource management approaches and their impact on organizational performance among a multigenerational workforce. It discusses the origin and definition of SHRM, key SHRM concepts and models, the role of SHRM in strategic planning, how SHRM is applied to recruiting and retaining multiple generations of employees, and how SHRM benefits organizational performance. The review finds that integrating SHRM into strategic planning and tailoring practices like recruitment, training, and compensation to different generations can improve an organization's effectiveness. However, more research is still needed to address inconsistencies between SHRM theories and practices.

1. Running Head: STRATEGIC HUMAN RESOURCE
MANAGEMENT APPROACHES 1
STRATEGIC HUMAN RESOURCE MANAGEMENT
APPROACHES 6
Strategic Human Resource Management Approaches to
Organizational
Performance among a Multigenerational Workforce
Literature Review
STUDENT AUTHOR #26
OLM 550: Strategic Human Resource Management
Peirce College
Dr. Cathy M. Littlefield
October 10, 2016
ABSTRACT:

2. This review examines the impact of strategic human
resource approaches to organizational performance among a
multigenerational workforce. Over the last three decades, there
has been extensive research in the field of strategic human
resource management. This study discusses the origin of the
field, a number of SHRM concepts and models and practices
applied. The important role of integration SHRM in the
strategic planning of the organization is emphasized as well as
the practices applied to a multigenerational workforce. We will
also not the inconsistencies in theory and practice.
Introduction
The purpose of this literature review is to explore the impact of
strategic human resource management on organizational
performance among a multigenerational workforce. The
research contributed to explaining the various models of
strategic human resource approaches to organizational
effectiveness, recruiting and retaining a multigenerational
workforce, identifying the similarities and gaps in the research,
and the need for further study.
A Review of the Professional and Academic Literature
Searches for peer-reviewed academic journal articles and
dissertations and other research documents began with the

3. EBSCOhost and Google Scholar search engines. Academic
textbooks were also utilized. The literature review has five main
categories: a) origin and definition of strategic human resource
management (SHRM), b) SHRM concepts and models, c) SHRM
role in strategic planning, d) SHRM applied to a
multigenerational workforce, e) the benefits of SHRM for
organizational performance.
The Origin of Strategic Human Resource Management
Many researchers have determined the early 1980s as the birth
period of the strategic human resource field. During the 1980s,
the focus was on establishing the importance of humans as
assets to organizations. Further research shifted in the 1990s
and focused on the importance of recognizing that people need
to be aligned with the organizational goals. Interest in the field
has continued to soar since its birth. Kauffman goes further to
identify the year of 1984 as the exact year of the birth of the
SHRM field (Rees & Smith, 2014; Wright, 1998; Kauffman, B,
2015).
Researchers have defined SHRM as “the pattern of
planned HR deployments and activities intended to enable a
firm or an organization to achieve its goals” (Wright, 1998;
Noe, Hollenbeck, Gerhart, Wright, 2000). There is no widely
accepted definition; however, a broader view of SHRM can link
the HR practice and strategy to the overall organizational
strategy (Rees & Smith, 2014). The research shows that there is
much ambiguity surrounding the definition of SHRM.
Strategic Human Resource Management Concepts and Models
Researchers identify four components of SHRM that contributes
to organizational effectiveness: 1) Human Resources (the
people), 2) Activities (policies and practices by which the
organization’s people are deployed for competitive advantage),
3) A plan to fit the stages of the organization, 4) Achieved
goals for effective organizational performance (Wright, P.
1998)
External Fit Model: Earlier research identifies HRM’s fit with
the organization’s following stages of development: Stage I –

4. Initiation; Stage II – Functional Growth; Stage III – Controlled
Growth; Stage IV – Functional Integration; Stage V – Strategic
Integration. More recent research expounded on the fit model
and identifies it as the Life-Cycle model, where HRM fits
strategy with the organization’s stage of growth or the product-
life cycle. The literature examines the HRM external and
internal fit models. Researchers argue that structure, systems,
and management must fit the organization’s stage of
development. External forces such as economic and technology
are prompting organizations to see the importance of involving
HR to accomplish their goals and objectives. As external forces
change, the organization must change to continue to fit the
environment and remain competitive. In turn, HR must change.
This is usually a top-down approach (Baird & Meshoulan, 1988;
Rees & Smith, 2014).
Internal Fit Model: Earlier research examines the HRM strategy
internally and argues that structure, systems, and management
practices must both fit and support each other. Later research
supports this claim and determined the more aligned the fit
among structure, task, people, and administrative processes, the
more effective the organizational performance. Existing
research identifies six strategic components of HRM to fit the
organization’s needs. They are: 1. Management awareness, 2.
Management of the function, 3. Portfolio of programs, 4.
Personnel skills, 5. Information technology, and 6. Awareness
of the environment (Baird & Meshoulan, 1988). Wright (1998)
“identified a notion of fit (both vertical and horizontal) as a
central assumption to empirical and theoretical examinations of
SHRM”, pg. 190. He focused on the horizontal fit, which is also
called “bundles.” Rees & Smith (2014) built on this notion and
argue that if we purposefully design our HR system and build it
to allow factors such as selection, training, performance
evaluation to be interdependent and support each other, this will
significantly improve organizational performance.
The Role of SHRM in Strategic Planning
Earlier researchers demonstrate that in order for an organization

5. to perform at its maximum, the HRM function must be deeply
involved in the organization’s strategic planning process. There
are four ways in which HRM should be involved: 1) contribute
to the strategic plan in terms of people-related concerns as well
as alternative strategies, 2) have in depth knowledge of the
organization’s strategic goals, 3) know the sort of employee
attitudes, skill sets, and behaviors would best support the
organization’s strategic plan, 4) create training programs to
develop the desired attitudes, skills, and behaviors (Noe,
Hollenbeck, Gerhart, & Wright, 2000). A few years later, the
research supports this claim and indicates the role of HR has
advanced to a more strategic role, which necessitates HR
practitioners to collaborate closely with senior management to
link HR objectives to the overall organization’s objectives
(Hawthorne, 2004). Such alignment is an important process and
outcome of SHRM. More recent research further supports this
claim by arguing for HR to be involved in identifying the
organization’s mission, vision, and objectives as an important
element to determine the organization’s goals and examine how
to achieve them (Alagaraja, 2013; Rees & Smith, 2014).
SHRM Practices applied to a Multigenerational Workforce
Recruitment and Selection: The literature examines a SHRM
approach to recruitment and selection (R&S). The traditional
approach centered on whether if the person fit the job,
presuming the person was the best candidate to perform the job.
A strategic approach would determine how to best align R&S to
support a particular organizational strategy or goal, for
example, to address an external force to remain competitive.
When considering recruitment and selection of a
multigenerational workforce, research shows that the millennial
generation desires more than a pay check as a motivator. They
desire to balance their work and personal life. This requires the
SHRM function within organizations to think creatively when
developing benefits packages to remain competitive and to gain
the most talented candidates. The Millennial generation is
interested in organizations with good reputations, who practice

6. social responsibility, and promotes a meaningful work
environment (Delcampo, Haggerty, Haney, & Knippel, 2011;
Rees & Smith, 2014).
Training, Development, Compensation, and Rewards: Examiners
of the SHRM field determined that HR practitioners must
approach compensation, benefits and incentives to appeal to the
needs of each generation. As people plan to retire, they will
desire increase time off instead of increased compensation. The
younger generations may desire increased flexibility in their job
assignments with opportunities to develop their skill sets to
apply to new responsibilities in the future. Studies show that
Generation X and Generation Y employees expect to have
flexibility and balance between work and their personal lives.
As part of succession planning, HR professionals my seek the
generational perspectives by implementing a flexible work
environment in order to recruit and retain Generation X and
Generation Y workers (Crumpacker & Crumpacker, 2007). As
millennials continue in their desire for personal education and
develop their skill sets, the prospect of learning within their
organizations is very much appealing and imperative to them.
Studies show that a desire to learn in one’s organization
demonstrates commitment with an intention to remain in the
organization, thus cutting down on hiring costs (Jenkins, 2008;
Delcampo, Haggery, Haney, Knippel, 2011). Further research of
work-life balance shows that it is an important element of total
reward. Employers recognize this fact and work to ensure their
multigenerational workforce is able to balance their time at
work as well as their family obligations, and community work.
HRM programs may include flexible work, special leave,
dependent care, telecommuting, compressed work week
schedules, etc. (Rees & Smith, 2014).
Job Analysis and Design: Job analysis is the process for
obtaining detailed job descriptions. Job design includes
decision making about what tasks are included in a particular
job. The design of positions should have an imperative link to
the organizational strategy because the strategy drives whether

7. the tasks will be new or performed in a different manner (Noe,
Hollenbeck, Gerhart, & Wright, 2000). The benefits of effective
job analysis are: 1) jobs can undergo design and redesign to
omit unnecessary tasks or to combine tasks to meet
departmental priorities, 2) job analysis links the recruitment and
hiring process to the job description, 3) job analysis is needed
to ensure equitable compensation, 4) assist with the
development performance standards to serve as useful tools for
performance management, 5) helps identify health and safety
hazards or work conditions that require special training
(Hawthorne, 2004). Earlier researchers identify three critical
factors in job design to enable workers to 1) visualize4 their
work as meaningful, 2) use caution so they sense accountability
for the results, 3) to obtain feedback for improvement (Bolman
& Deal, 2013).
SHRM forOrganizational Performance and Effectiveness
SHRM strategies that include job analysis and work redesign
add to the goal of enhancing organizational performance and its
workforce. Analyzing work for the purpose of redesigning
creates a positive work environment. The benefits included are:
1) workers are able to foster a sense of collaboration to enable
them to learn new processes and build their skill sets, 2)
employees are able to recognize key competencies, 3)
employees are able to focus on the overall picture, 4) employees
are able to reexamine traditional jobs and establish new
approaches. A common idea across the literature over the last
three decades identifies the motivation of researchers for
classifying the importance of SHRM because it assists
organizations with identifying and implementing methods for
using their human resources to increase organizational
effectiveness and sustain a competitive advantage. Job redesign
promotes job enrichment and promotes satisfaction among
employees. Investing in employee management and job
satisfaction is one of the most cost-saving investments an
organization can make to improve organizational effectiveness

8. (Hawthorne, 2004, Bolman & Deal, 2013, Rees & Smith, 2015,
Kauffman, 2015).
Conclusion
In conclusion, the literature shows that when organizations
involve strategic human resources management in the
organization’s strategic plan and implement its practices for
recruitment and selection, job design, training, and
compensation among a multigenerational workforce, this has the
potential to improve organizational performance. Research does
show inconsistency in the concepts, which makes it difficult to
assess the known and unknown in the SHRM field. There are a
number of research points that need to be addressed in the 21st
Century research that includes the level of analysis, definition,
and measuring effectiveness. There is a gap between theory and
practice. Research over the last few decades show that there is a
common denominator, which emphasizes the theory that the
strategic function of HRM serves organizations well to achieve
a higher level of organizational performance (Wright, 1998;
Rees & Smith, 2014; Kauffman, 2015).
References
Alagaraja, M. (2013). Mobilizing Organizational Alignment

9. Through Strategic Human Resource Development. Human
Resource Development International. Vol. 16, Issue 1, p. 74-93.
Retrieved from http://web.ebscohost.com
Baird, L., Meshoulam, I. (1988). Managing Two Fits of
Strategic Human Resource Management. Academy of
Management Review. Vol. 13, Issue 1, p. 116-128. Retrieved
from http://web.ebscohost.com
Bolman, L.G. & Deal, T. E. (2013). Reframing Organizations:
Artistry, Choice & Leadership. San Francisco, CA: Jossey-Bass
Crumpacker, M. & Crumpacker, J.M. (2007). Succession
Planning and Generational Stereotypes: Should HR Consider
Age-Based Values and Attitudes a Relevant Factor or a Passing
Fad? Public Personnel Management. Vol. 36, Issue 4, p. 349-
369. Retrieved from http://web.ebscohost.com
Delcampo, R.G., Haggerty, L.A., Hanley, M.J., & Knipple, L.A.
(2011). Managing the Multigenerational Workforce: From the
GI Generation to the Millennials. Burlington, VT: Gower
Publishing
Hawthorne, P. (2004). Redesigning Library Human Resources:
Integrating Human Resources Management and Organizational
Development. Library Trends. Vol. 53, Issue 1, p. 172-186.
Retrieved from http://web.ebscohost.com
Jenkins, J. (2008). Strategies for Managing Talent in a
Multigenerational Workforce. Employment Relations Today
(Wiley). Vol. 34, Issue 4, p. 19-26. Retrieved from
http://web.ebscohost.com
Kauffman, B. E. (2015). Evolution of Strategic HRM as Seen
Through Two Founding Books: A 30th Anniversary Perspective
on Development in the Field. Human Resource Management.

10. Vol. 54, Issue 3, p. 389-407. Retrieved from
http://web.ebscohost.com
Noe, R.A., Hollenbeck, J.R., Gernhart, B. & Wright, P.M.
(2000). Human Resource Management: Gaining a Competitive
Edge. McGraw-Hill Companies, Inc. International Edition
Rees, G. & Smith, P.E. (2014). Strategic Human Resource
Management: An International Perspective. Thousand Oaks,
CA: Sage Publications, Inc.
Wright, P.M. (1998). Introduction: Strategic Human Resource
Management Research in the 21st Century. Human Resource
Management Review. Vol. 8, Issue 3, p. 187. Retrieved from
http://web.ebscohost.com
5
OLM 550 - Strategic Human Resource Management
Blind Peer Review of the Literature Review
PEER REVIEW FEEDBACK FORM
Peer Reviewer’s Number:
Student Author’s Number:
Title of the Literature Review:
Directions to the Reviewer:
Please complete this form while reviewing the assigned paper.
Please be specific with your comments. The more specific the
comments are, the more helpful they will be to the author. Do
not resort to generalizations; list specific page, paragraph, depth
of comment, etc.
Process to follow: Read the literature at least twice
· Read the paper completely one time prior to making

11. comments.
· Read the paper a second time and begin making comments.
· Rate each topic area on a scale of 1 (marginal) – 5
(outstanding)
1. Overall Comments – describe something the author did well.
Peer Review Feedback:
Overall Quality of the Paper (check one) 1= Marginal; 5 =
Outstanding
☐1 ☐2 ☐3 ☐4 ☐5
2. Is the purpose statement of the paper clearly stated? Does it
need to be more focused or is it over simplified? Do you have
any suggestions for the purpose statement in the context of the
paper?
Peer Review Feedback:
Overall Purpose Statement (check one) 1= Marginal; 5 =
Outstanding
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3. Was there an introduction to the paper? Does the
introduction provide insight as to what the paper will address?
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12. Overall Introduction (check one) 1= Marginal; 5 = Outstanding
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4. Did the argument supporting the focus/purpose of the paper
move logically from one topic to another?
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= Outstanding
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5. Did the literature support the arguments being made? Does
the literature support the purpose statement?
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6. Were quotes used appropriately to add strength to the
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13. 7. Was the literature synthesized among paragraphs/arguments?
Did specific arguments frequently refer to more than one
source? Were sources used to support argument and counter-
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8. Was there a concluding paragraph? Did the conclusion
summarize key points presented in the body of the paper?
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9. Comments - describe something that could use improvement
If any, please list specific errors. Include Page, Paragraph, and

14. error
APA Errors:
Informal Language:
Typographical and Grammatical Errors