RT journal article
T1 Deepening the consequences of double fit for organizational performance: the moderating role of employees’ perceptions on the human resource management system
T2 Deepening the consequences of double fit for organizational performance: the moderating role of employees’ perceptions on the human resource management system
A1 García Carbonell, Natalia
A1 Martín Alcázar, Fernando
A1 Sánchez Gardey, Gonzalo
A2 Organización de Empresas
K1 Strategic human resource management
K1 Human resource strategy
K1 Organisational performance
K1 Double fit
K1 Employees’ perceptions
K1 System strength construct
AB AbstractPurpose – This paper aims to go a step further in the analysis of double !t in the human resourcemanagement (HRM) strategy context, exploring how its effect on performance is in"uenced byemployees’ perceptions about the HRM strategy. Traditionally, the literature has considered the needfor a double !t (horizontal and vertical) in the design of HRM strategies. However, as recent criticalreviews have argued, a deeper theoretical analysis seems to be needed to understand fully how theyaffect organisational performance, and why !rms with similar levels of alignment have different humanresource outcomes.Design/methodology/approach – Based on the literature review, the paper proposes a newtheoretical model combining two !elds of the strategic HRM literature which had been traditionallydisconnected: the double !t approach and the literature on employee satisfaction and involvement. Thedesign 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 theHRM strategy context.Originality/value – Drawing on these approaches, the paper proposes the introduction of the “systemstrength” construct, which measures the perceived robustness of theHRMsystem, as a moderator of theeffects of double !t on organisational performance.Keywords Strategic human resource management, Human resource strategy,Organisational performance, Double !t, Employees’ perceptions, System strength construct
PB EmeraldGroup Publishing Limited
SN 2040-8269
YR 2014
FD 2014
LK http://hdl.handle.net/10498/37958
UL http://hdl.handle.net/10498/37958
LA eng
DS Repositorio Institucional de la Universidad de Cádiz
RD 09-nov-2026