Systemic Awareness Modeling: A Synthesis of Strategic HR Decision-Making Practices

Abstract

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Citation

Johnson, L.U., Bok, C.J., Bisbey, T. and Witt, L.A. (2017), "Systemic Awareness Modeling: A Synthesis of Strategic HR Decision-Making Practices", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 35), Emerald Publishing Limited, Leeds, pp. 287-325. https://doi.org/10.1108/S0742-730120170000035008