Article Sidebar

Download
Download Article

Main Article Content

Abstract

This study explores the intersection of psychology and strategic management in Human Resource Management (HRM), highlighting the complex dynamics underlying organizational behavior and performance. Through a comprehensive literature review, it becomes evident that integrating psychological insights with strategic management principles is essential for effectively understanding and managing human resources within organizations. From a theoretical perspective, this synthesis of literature contributes to the advancement of HRM theory by emphasizing the interconnectedness of psychological factors and strategic objectives. The recognition of the influence of individual and organizational dynamics underscores the need for holistic HRM approaches that consider both psychological principles and strategic imperatives. The findings of this study have significant implications for HRM practitioners and organizational leaders. It emphasizes the importance of aligning HRM practices with organizational goals and values. By understanding the psychological needs and motivations of employees, organizations can design HRM interventions that enhance employee engagement, satisfaction, and performance. Additionally, the recognition of contextual factors highlights the importance of flexibility and adaptability in HRM practices. This study also addresses the challenges and opportunities arising from digitalization, globalization, and workforce diversity, and how these trends can enhance HRM effectiveness and efficiency. By integrating psychology and strategic management, this research provides guidance for developing evidence-based HRM strategies that optimize organizational performance and promote employee well-being in an ever-changing business landscape.

Keywords

Strategic Management Organizational Behavior Employee Engagement Organizational Performance Holistic HRM Approaches Globalization

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

How to Cite
Pantih, S. (2024). Unveiling the Intersection of Psychology and Strategic Management in Human Resource Management: A Descriptive Inquiry with Literature Review. Golden Ratio of Human Resource Management, 4(2), 172–184. https://doi.org/10.52970/grhrm.v4i2.645
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Albrecht, S. L., Wang, W., & He, Q. (2022). The mediating role of organizational climate in the relationship between leadership styles and organizational performance. Personnel Review, 51(2), 472–490. https://doi.org/10.1108/PR-01-2021-0002
  2. Alvesson, M., & Sveningsson, S. (2021). Organizational agility: A meta-analysis and configurational approach. Journal of Management Studies, 58(1), 243–276. https://doi.org/10.1111/joms.12679
  3. Avolio, B. J., & Yammarino, F. J. (2009). Introduction to, and historical overview of, the transformational and charismatic leadership construct. In Transformational and Charismatic Leadership: The Road Ahead (pp. 1-21). Emerald Group Publishing Limited.
  4. Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441–462. https://doi.org/10.1348/096317999166789
  5. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall, Inc.
  6. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
  7. Barney, J. B., & Wright, P. M. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1), 31-46.
  8. Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2020). Collective organizational engagement: Linking HR functioning and organizational performance. Personnel Psychology, 73(4), 557–585. https://doi.org/10.1111/peps.12333
  9. Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
  10. Blau, P. M. (1964). Exchange and power in social life. Transaction Publishers.
  11. Boxall, P., & Purcell, J. (2003). Strategy and human resource management. Palgrave Macmillan.
  12. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
  13. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
  14. Denison, D. R. (1990). Corporate culture and organizational effectiveness. Wiley.
  15. Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.
  16. Garcia, P. R. J. M., & Martinez, J. I. (2022). Workplace diversity and perceived fairness in performance appraisal: A moderated mediation model. Personnel Review. Advance online publication. https://doi.org/10.1108/PR-09-2021-0539
  17. Guest, D. E. (1997). Human resource management and performance: A review and research agenda. International Journal of Human Resource Management, 8(3), 263-276.
  18. Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
  19. Jackson, S. E., Schuler, R. S., & Jiang, K. (2022). Multilevel perspectives on organizational culture and HRM effectiveness. Journal of Management, 48(1), 306–332. https://doi.org/10.1177/01492063211049413
  20. Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. Free Press.
  21. Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58(2), 281-342.
  22. Latham, G. P., & Locke, E. A. (2007). New developments in and directions for goal-setting research. European Psychologist, 12(4), 290-300.
  23. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346
  24. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
  25. O'Reilly, C. A., Caldwell, D. F., & Barnett, W. P. (1989). Work group demography, social integration, and turnover. Administrative Science Quarterly, 34(1), 21-37.
  26. Parry, E., & Tyson, S. (2011). Desired goals and actual outcomes of e-HRM. Human Resource Management Journal, 21(3), 335-354.
  27. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. Stanford University Press.
  28. Schein, E. H. (1985). Organizational culture and leadership. Jossey-Bass.
  29. Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437-453.
  30. Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207-219.
  31. Smith, A., & Brown, L. (2020). Maslow's hierarchy of needs revisited: The pyramid of human development and its impact on employee engagement. Journal of Human Resource Management, 20(3), 360–384. https://doi.org/10.1108/JHRM-09-2019-0123
  32. Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. The Social Psychology of Intergroup Relations, 33(47), 74.
  33. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
  34. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
  35. Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource-based view of the firm. Journal of Management, 27(6), 701–721. https://doi.org/10.1177/014920630102700607
  36. Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource-based view of the firm. Journal of Management, 27(6), 701-721.