Abstract
Although the literature has broadly examined the effects of strategic human resource management (SHRM) on performance in the past two decades, the way the relationship manifests and the conditions the strategies must meet to influence organization-level outcomes are still unresolved. This paper discusses the association between SHRM and performance from a process perspective, analyzing the role of organizational communication as a factor that moderates the implementation of an HRM strategy. Applying partial least squares modeling to a sample of 120 Spanish HR managers, we confirm the moderating role of communication, and suggest that communication makes the outputs of the strategic decision-making process explicit and fosters a shared understanding of HRM in Spanish firms.
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