relationship among HRM practices ha

relationship among HRM practices has focused on a synergistic relationship
between practices. HRM practices have a synergistic relationship when together
they result in a substantially different effect than the sum of their individual
effects would lead one to believe. Numerous researchers have argued that
such synergistic effects exist (Becker et al. 1997; Delery & Doty 1996; Ichniowski
et al. 1997; MacDufIie 1995) and that this is precisely what distinguishes
the field of strategic human resource management from other research
areas in human resource management. While a similar effect is described
above for substitutable practices, the following relationships describe situations
that lead to substantially different levels of the outcome than could be
expected by either practice alone.
In describing synergistic relationships it is important to acknowledge that
there are at least two possible forms. First, two practices may work together to
enhance each other’s effectiveness. In this case the whole is greater than the
sum of the parts. One example of this positive synergistic relationship would
be when firm specific training programs are combined with highly selective
staffing practices. The effectiveness of the training programs may be greatly
enhanced if the organization is able to select individuals who have a greater
ability to learn new material. When two practices work together in this fashion,
Becker et al. (1997) have labeled their relationship a “powerful connection”
signifying the positive outcomes achieved by their combined use. Second, two
practices may actually work against one another. In this case, organizations
that combine the two practices will have poorer performance than if they
employed only one or the other. Becker et al. (1997) used the term “deadly
combination” to describe such situations. An example of this would be when a
firm designs the workplace to support a team production concept, but then
rewards employees based only on individual performance. These rewards may
work to undermine the team concept.
In sum, HRM practices may have independent or interactive effects on the
human resources of a l%-rn. This is not a new idea. Researchers have already
discussed various forms of the interactive effects. Ichniowski et al. (1996)
argued that some HRM practices may be substitutes, while other complements.
In their description of complements, however, they only discuss what I
have called positive synergistic effects. The possible negative synergistic effects
have not been emphasized much in the literature, with the exception of
Becker et al. (1997). Acknowledging these relationships among HRM practices
has important implications for the identification and measurement of HRM
systems.
IMPLICATIONS OF VERTICAL AND HORIZONTAL FIT FOR RESEARCH
In the remainder of the article, I discuss what I believe are the most important
issues for SHRM researchers to address in the following years. Each of these
issues has already been identified and at least partially addressed in the
literature. Therefore, I do not give equal weight to each issue. Rather, I focus