Strategic Human Resource Management Practices Research Articles

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers.

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future. In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline. Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being. Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

Strategic Human Resource Management Practices and Organizational Innovation: Evidence from Small and Medium Enterprises in India

Purpose: The aim of the study was to investigate the strategic human resource management practices and organizational innovation: evidence from small and medium enterprises in India. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Research on SHRM practices and organizational innovation in Indian SMEs indicates a positive relationship between SHRM adoption and innovation outcomes. Training initiatives are particularly vital, enhancing innovation capabilities by building human capital. Additionally, fostering a supportive organizational culture promotes creativity and experimentation. Aligning HRM strategies with organizational goals and promoting continuous learning further enhances innovation performance. Overall, SHRM practices play a critical role in driving innovation and competitive advantage in Indian SMEs (Agarwal & Yadav, 2018). Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory & dynamic capabilities theory may be used to anchor future studies on the strategic human resource management practices and organizational innovation: evidence from small and medium enterprises in India. Develop tailored HRM training programs for SMEs in India, focusing on building capabilities related to creativity, problem-solving, and innovation among employees. Advocate for government policies that promote investment in human capital development and innovation capabilities among SMEs.

Eco-sustainable practices through strategic HRM: A review and framework for SMEs in the creative industries

In recent years, there has been a growing recognition of the importance of eco-sustainable practices in the business world, particularly within the context of small and medium-sized enterprises (SMEs) operating in the creative industries. This review presents a comprehensive review and framework for integrating eco-sustainability into the strategic human resource management (HRM) practices of SMEs in the creative industries. The creative industries, encompassing sectors such as design, advertising, fashion, and media, play a significant role in shaping cultural trends and consumer behavior. However, these industries also have a substantial environmental footprint, stemming from resource-intensive production processes, waste generation, and high energy consumption. Recognizing these challenges, there is a growing imperative for SMEs in the creative industries to adopt eco-sustainable practices. Strategic HRM offers a promising approach for integrating eco-sustainability into the core operations of SMEs. By aligning HRM practices with the organization's sustainability goals, SMEs can foster a culture of environmental responsibility and innovation among employees. This review presents a framework that outlines the key dimensions of eco-sustainable HRM, including recruitment and selection, training and development, performance management, and employee engagement. Effective recruitment and selection processes are crucial for attracting individuals who align with the organization's sustainability values. Training and development initiatives can equip employees with the knowledge and skills needed to implement eco-friendly practices in their roles. Performance management systems should include sustainability metrics to evaluate employee contributions to eco-sustainable goals. Additionally, fostering employee engagement through communication, participation, and recognition can enhance commitment to eco-sustainability initiatives. Through the integration of eco-sustainable practices into strategic HRM, SMEs in the creative industries can not only reduce their environmental impact but also gain a competitive edge by appealing to environmentally conscious consumers and investors. This review provides a roadmap for SMEs seeking to navigate the intersection of sustainability and human resource management, ultimately contributing to a more environmentally sustainable future for the creative industries.

Quality Analysis in Psychology Research on Human Resource Management in the Manufacturing Industry

This bibliometric study explores the quality of research in psychology concerning Human Resource Management (HRM) practices within the manufacturing industry. With a focus on assessing trends, patterns, and gaps in existing literature, the study employs a systematic approach to evaluate the depth and rigor of scholarly inquiry. Through a comprehensive analysis of publication metrics, including citation counts, authorship patterns, and thematic clusters, key insights emerge regarding the state of HRM research in manufacturing. Findings reveal a dynamic landscape characterized by diverse thematic clusters, ranging from the psychological dimensions of HRM to strategic practices and organizational behavior. While certain areas receive significant attention, such as psychology, strategic HRM, and HRM practices, others, including human capital management and industrial relations, are relatively underexplored. This study highlights the importance of addressing methodological inconsistencies and theoretical gaps to advance both theoretical development and practical implications in HRM research within the manufacturing sector.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

The relationship between strategic human resource management, green innovation and environmental performance: a moderated-mediation model

This study investigates the impact of strategic human resource management (SHRM) on fostering green innovation and enhancing environmental performance among employees in the Asia-Pacific region. In the context of intensifying competition in the industrial sector, it is essential to understand how SHRM influences employees’ innovative capabilities and their alignment with environmental goals. Our research suggests that effective SHRM strategies can significantly increase self-efficacy and stimulate green innovation, thus reinforcing the alignment between individual and organizational environmental objectives. To empirically test these hypotheses, we conducted a survey of 487 employees and used Smart-PLS 4.0 for structural equation modeling. This method allowed us to examine both the mediating and moderating effects within our model. The results indicate that self-efficacy mediates the relationship between SHRM practices and green innovation, while person-organization fit significantly moderates the relationship between green innovation and environmental performance. This study offers novel insights into how SHRM can promote environmental consciousness and innovation within organizations. By underscoring the roles of self-efficacy and person-organization fit, our research enriches the broader scholarly dialog on strategic human resource management and its environmental implications.

Unveiling The Double-Edged Effects of High-Performance Work Systems (HPWS) On Employee Performance: A Case Study of a Selected Company in Durban Republic of South Africa

It has been documented that HPWS has both positive and negative effects on employee performance. However, limited studies are affirming this view therefore the review provides a comprehensive understanding of the strengths and weaknesses of HPWS in organisations.To aim of the study is to provide a comprehensive understanding of the strengths and weaknesses in the applications of HPWS in organisations. Under the research goals, a qualitative research methodology was utilised, specifically using in-depth interviews to collect data. The target population consisted of 6 employees of the organisation studied. These individuals were purposefully selected as they possess the necessary information to assess the perceived effects of HPWS on employee performance in organisations. For data analysis, the qualitative thematic data analysis approach was employed. The usage of thematic analysis in this study is founded on its ability to offer comprehensive and compelling insights into the concept of HPWS.Based on the six-step approach of qualitative thematic analysis, the findings suggest that the combination of employee motivation and strategic human resources management practices with HPWS can enhance employee performance. Nevertheless, it has been noted that improper implementation of HPWS can result in heightened job demands and burnout among employees. Therefore, incorporating an evidence-based approach in implementing HPWS is recommended. The study has a limitation as it solely utilizes a qualitative approach, leading to constraints in terms of statistical measurement. Consequently, it is recommended for future studies to employ quantitative or mixed methods research to obtain a more comprehensive understanding of the relationship between HPWS and employee performance.This study recommends that human resource management professionals use this research as a catalyst for implementing HPWS in their organisations. It can offer valuable guidance on effectively utilising HPWS as a concept and practical approach in managing human resources within organisations.The study highlights and postulate the importance of motivation and an evidence-based approach to HPWS. The evidence-based approach can be acknowledged as a contemporary approach to human resource management in organisations.

HRM practices in the public service: a measurement model

Purpose Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations. Design/methodology/approach Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage). Findings The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity. Research limitations/implications The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others. Practical implications The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments. Social implications Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability. Originality/value The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.

Impact of Strategic Human Resource Management Practices on Employee Retention

Impact of Strategic Human Resource Management Practices on Employee Retention

Strategic human resource management practices and organisational performance: A case of the Zambia national assembly of Zambia

The premise of HRM practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For HRM to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. SHRM is an approach that defines how the organisation's goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. SHRM's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between SHRM practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of SHRM practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analysed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all HRM practices and organisational performance at the National Assembly of Zambia. However, it was revealed that organisation and resourcing had a negative and weak, positive impact on organisational performance, respectively. Learning and development, performance and reward management and employee welfare had a significant impact on organisational performance. The study therefore concluded that SHRM practices have significant impacts on performance of the Zambia National Assembly. The study recommended the need for institutional transparency, employee engagement and access to information by employees. The study also recommended that the Zambia National Assembly should also have a deliberate policy on continuous professional development as well as a succession plan policy.

Strategic Human Resource Management Practices in Banks and Insurance Companies

This study aims to examine the essential dimensions of strategic human resource management (SHRM) practices in Nepalese banks and insurance companies. It was carried out among managerial-level staff of eight banks and eight insurance companies in Nepal. A total of 240 questionnaires—15 for each of the 16 organizations—were distributed. 163 questionnaires in all (67.92%) were returned and used in the study. This study used a checklist measure of SHRM practices. The degree of application is assessed by assigning 1–6 points to each practice item. Six dimensions—career development and promotion, employee participation, quality control (QC) program, management by objectives (MBO), team management, and corporate culture—are used to classify SHRM practices. The results indicate that all SHRM practices are typically well-perceived. Commercial banks and insurance businesses differ significantly in all aspects of SHRM practices. Employees in banks perceive more positive SHRM practices than those of insurance companies. Due to their alluring employment opportunities and strong SHRM practices, banks may be able to lure individuals from the insurance companies. Compared to commercial banks, which might acquire qualified workers from the labor market, insurance companies are more likely to have higher staff turnover. As such, they must take these realities into account. Because of this, both the banks and insurance companies must ensure that their SHRM policies and HR investments draw in and keep competent applicants from the job market.

From Practice to Performance: the Experience of Hotels in Adopting Strategic Human Resource Management Practices in the Upper West Region of Ghana

The study examined hotels' experiences with strategic human resource management practices and performance. The study adopted the best-fit approach and contingency approach. The study sampled 50 managers and manageresses using convenient sampling approaches, and 7 key informants were interviewed to probe further information received from hotel managers via questionnaires. The study used a combination of methodologies. The study shows that human resource management strategies have a favourable effect on hotel performance in terms of productivity, recruiting and training, retention, customer happiness, job descriptions, feedback, and performance evaluation. There are no variables in the management practices, indicating that they are insignificant and have no effect on performance. To ensure quality performance, hotels should improve their execution of strategic human resource management.

Understanding the Dynamics of Employee Commitment in the Relationship with Strategic Human Resource Management Practices

In the contemporary business landscape, I acknowledge human resources as a paramount asset for modern enterprises, capable of elevating organizational performance. This study delves into the intricate dynamics of employee commitment to strategic human resource management within a prominent insurance company in Cagayan de Oro City. Employing a descriptive correlational research design, the investigation utilizes regression analysis to elucidate the variability and inherent relationships between key variables. To encompass insights from a total population of 143 respondents, the study meticulously analyses data through both descriptive and inferential statistics. Additionally, the research employs free Jamovi software to conduct a mediation analysis. The results unveil a notable and affirmative correlation between strategic human resource management (SHRM) practices and employee commitment. Furthermore, the findings underscore significant positive correlations between distinct dimensions of employee commitment and diverse facets of organizational performance. Conclusively, the study accentuates the pivotal role of effective SHRM practices in fostering employee commitment within the foremost insurance companies situated in Cagayan de Oro City. This underscores the strategic importance of aligning human resource management with organizational goals for enhanced performance and overall success in the competitive business environment.

Suvremena menadžerska analiza perspektive višestrukih dionika u upravljanju ljudskim resursima

The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-stakeholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource management, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the proposed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management.

STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES; INSIGHTS FROM HOTELS IN THE UPPER WEST REGION, GHANA

The study “Strategic Human Resource Management Practices; Insights from Hotels in the Upper West Region of Ghana” examines strategic human resource management practices and their contribution to hotel growth and development in the Upper West Region. The Resource Based View was the theory used in the study. In addition, two broad types of data, secondary and primary data, were used in the study. Questionnaire Administration and Key Informant Interviews were the methods used to collect the data from respondents. Findings revealed that SHRM practices such as selection and recruitment, training and development, appraisal, teamwork, and promotion are practices hotels in the Upper West Region utilise to enhance their organisational performance. Therefore, it is recommended that the management of hotels should prioritise human resource development, focusing on recruitment of qualified personnel, training and benchmarking of standard practice.
 Keywords: Human Resource, Management, Training, Hotels, development, Organizational, Performance.

Assessing the Disparities Between Strategic Human Resource Management and Conventional Human Resource Management: A Theory-Based Review

Human resource management (HRM) is frequently considered an academic concept that is predominantly concerned with the employees of an organization. HRM generally provides personnel management for the organization by conducting a strategic decision-making function that can make or break the organization’s performance. However, today, Human Resources (HR) in modern organizations are constantly changing due to emerging technologies and the economy, which changed conventional HR practices. This study will thus assess the disparities between strategic and conventional HR management to assure the long-term viability of organizational performance based on the current literature. It is specifically based on current literature on strategic HRM practices and the evolution of strategic HR practices from conventional HR activities that impact organizational performance. The literature search was conducted based on articles published from 2014 to 2021. The findings emphasize the importance of integrating strategic HR practices into corporate settings because strategic HR practices allow us to move standard HRM practices in the face of rapid technological and economic developments.
 Keywords: Human Resource Management (HRM), strategic HRM, conventional HRM

Global Strategic Human Resource Management Practices and Systems Considerations for Virtual, Remote-Working Employees in COVID-19 Pandemic Era: A Triangulation of Meta-Methods

Virtual organisations have progressively pervaded the world where groups of workers implement boundaryless, concurrent, and cooperative job processes outside physical job environments. This is made possible by internet accessibility; and information, communication, and technology (ICT) which organises and integrates employees’ abilities and assets for the sole purpose of achieving the overall organisational goal. Virtual jobs offer fresh management problems in comparison to conventional in-person job habits. Human resource specialists reveal that various managers suffered from deficient capabilities and power during COVID-19 lockdown in comparison to conventional working environment management. A meta-evaluative research was conducted in order to conceptualize an evidence-based synopsis on virtual administration of remote-working employees and propose an applicable conceptual framework. The research utilised sixteen peer-reviewed published articles on management of virtual remote-working employees between 2020 and 2023. The results were able to systematically demonstrate remote working procedures of diverse organizations facilitated by virtual processes and technologies, and strategic human resources management model as well as collaborative methodologies that empowered the peculiar COVID-19 virtual workspaces. Communication, information technology and managerial proficiencies are paramount for managers of employees in such settings. Consequently, a conceptual framework for management of remote-working employees have been designed containing managerial expertise, trainings, ICT and environmental components. Managers are required to have the necessary abilities required to anticipate diverse circumstances and to prepare beforehand activities that counter likely contradictions and disputes. Virtual remote-working groups deliver great prospects; thus, managers should aim to capitalise on its benefits while seeking to minimise its drawbacks. Keywords: Remote-Working, Strategic Human Resource Management, Virtual.

Agile SHRM practices and employee-organisational outcomes during new normal: evidence from India and Thailand

PurposeThe purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.Design/methodology/approachThe research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.FindingsThe multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.Practical implicationsThe agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.Originality/valueThe study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

A S trategic Human Resource Management Approach in Chaebol Hotels

Purpose: The purpose of this study is to examine how strategic human resource management practices are enacted in chaebol hotels, and also to evaluate the relationship between the SHRM practices and organizational effectiveness as experienced by employees, regarding the concept of organizational justice. Design/methodology/approach: The questionnaire survey for employees served to test hypotheses which examine the relationship between SHRM and the influence of these HR practices on organizational effectiveness, using multi-regression analysis. This research encompasses a total of 450 responses collected from individuals employed at chaebol hotels in Seoul and Busan. Findings: This study revealed that chaebol hotels hired competent employees who had language capabilities, used appearance as a selection criterion, and ensured that sophisticated selection methods were well established through the HR systems of numerous subsidiary companies. Employees consider the perceived injustices in the recruitment and selection process and the perceived unfairness in promotions. Research limitations/implications: All findings support the concept that the best practice, driven by collectivism, employment legislation, trade unions, and financial considerations, plays a significant role in managing HRM in chaebol hotels. This study contributes a new SHRM framework by integrating a combination of best fit, based on quality enhancement strategy, and best practices tailored to the specific organization. Originality/value: This study contributed to explore the SHRM framework for the Chaebol hotel sector with regard to providing both high quality of service and also a high price policy. This study provides guidelines for efficient SHRM to managers and practitioners who operate deluxe hotels and offers an essential material to gain a better understanding of a new SHRM framework in service organization.