Why the HRM Research Is Seriously Lacking Essay

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HRM

The main purpose of this peer-reviewed article is:

The author, Bruce E. Kaufman, is putting forth the idea that research and scholarship on strategic human resource management has been avoided or ignored -- and that there needs to be better approaches to the challenges related to HMR. In fact Kaufman, who is an economics professor at Georgia State University, gives scholars that are involved with human resource management research a "D to F" grade for their lack of insightfulness (Kaufman, 2012). Kaufman offers a plethora of reasons why he is convinced that the research into SHMR and HMR is either incomplete or it is not being utilized effectively. He criticizes the "overreliance on knowledge areas and perspectives" that relate to strategy, organizational behavior and psychology (12). The author claims that not enough attention has been paid to HMR issues relating to "external dimensions," including "…economics, industrial / employment relations, and the macro side of sociology" (12).

On pages 14-15 Kaufman explains that even though the peer-reviewed journal, Human Resource Management, claims its scholarship "…strives to create a bridge between academic work (research and theory) and real-world practices," the truth is that the substantial research from the HRM academics is largely ignored. And as a result, organizations typically "…fail to adopt practices that research has shown to be effective," and moreover, the "disconnect" between the knowledge that the academic community is producing and the use of that knowledge by HMR practitioners is "serious" (Kaufman, 14).

Kaufman goes on to offer three reasons why there is a gap between the research literature and practitioner utilization of that research that does offer value: a) managers are apparently unaware of the academic research findings; b) when managers do come into contact with recent relevant research, they don't put those findings to good use; and c) the subjects that are explored in the academic research are "not of interest to managers" (14).

The key question that the author is addressing is:

Why are managers in HR ignoring the research by academia that is valuable, and why is so much of the research inappropriate?

The existing research -- what the academics are actually producing -- is analyzed on page 14 by Kaufman.

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First, much of the research produced is "seriously flawed and inaccurate in its theory"; secondly, the research is far too "broadly or amorphously framed" for HR managers to glean "actionable" principles from it; and thirdly, the academic research fails to deal with "HRM subject areas that are germane" and that add value to those managers (Kaufman, 14).

Kaufman cites research by Rynes et al. (2007); those authors contacted 208 editorial board members of scholarly journals related to HR and asked those 208 board members to list "the five most fundamental findings from HR research that all practicing managers should know" (15). Of those 208….....

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