The Effect of Strategic Human Resource Management on Organizational Performance: A Correlational Meta-Analysis

The study is conducted due to knowledge gap of the context, pooled effect of strategic human resource management (SHRM) on organizational performance. A quantitative research design utilizing meta-analysis is used wherein a two-stage process undertaken as part of its procedure which are: Systematic Literature Review adapting PRISMA approach and the Coding Procedure where standard meta-analysis (correlational) and sub-group analysis are utilized. Results indicate that the effect size across the included studies is significant, having a large positive effect, but with a significant variation in true effect sizes of SHRM on organizational performance. The said variation is further validated based on the conducted subgroup analysis. Lastly, both standard and subgroup meta-analytic result shows no publication bias. The result of the study will contribute to the existing research on SHRM and organizational performance in terms on meta-analytic procedure. As such the study suggests that HR practitioners in different countries must localize their HR strategies instead of applying universal practices gearing to improved performance across diverse markets. Limitations of the study can be seen in the inclusion criteria while conducting the systematic literature review and the capability of the type of meta-analytic procedure used, correlational. However justifications are made as to the way how the study is being conducted, data gathered, and statistical analysis to ensure reliability of the study.