Deepening the consequences of double fit for organizational performance: the moderating role of employees’ perceptions on the human resource management system

Abstract

Abstract Purpose – This paper aims to go a step further in the analysis of double !t in the human resource management (HRM) strategy context, exploring how its effect on performance is in"uenced by employees’ perceptions about the HRM strategy. Traditionally, the literature has considered the need for a double !t (horizontal and vertical) in the design of HRM strategies. However, as recent critical reviews have argued, a deeper theoretical analysis seems to be needed to understand fully how they affect organisational performance, and why !rms with similar levels of alignment have different human resource outcomes. Design/methodology/approach – Based on the literature review, the paper proposes a new theoretical model combining two !elds of the strategic HRM literature which had been traditionally disconnected: the double !t approach and the literature on employee satisfaction and involvement. The design of the HRM strategy is reviewed considering the classical distinction between universalistic, contingent, contextual and con!gurational perspectives. Findings – The !ndings of this paper provide an alternative model to examine the double !t in the HRM strategy context. Originality/value – Drawing on these approaches, the paper proposes the introduction of the “system strength” construct, which measures the perceived robustness of theHRMsystem, as a moderator of the effects of double !t on organisational performance. Keywords Strategic human resource management, Human resource strategy, Organisational performance, Double !t, Employees’ perceptions, System strength construct