Thus, these approaches shed some valuable light on the important question of whether
HR activities relate to financial outcomes, and they have made important contributions to HRM
research. However, even their strongest advocates agree that they do not measure the
connections that explain why HRM practices might associate with financial outcomes, and they
do not reflect or other key elements of strategic success. Because they focus on large publiclytraded
companies, they may also fail to reflect different strategic environments. In terms of the
HC BRidge™ framework of Figure 1, they leave unanswered whether and how groups of
employees significantly affect key processes and outcomes.
Thus, these approaches shed some valuable light on the important question of whetherHR activities relate to financial outcomes, and they have made important contributions to HRMresearch. However, even their strongest advocates agree that they do not measure theconnections that explain why HRM practices might associate with financial outcomes, and theydo not reflect or other key elements of strategic success. Because they focus on large publiclytradedcompanies, they may also fail to reflect different strategic environments. In terms of theHC BRidge™ framework of Figure 1, they leave unanswered whether and how groups ofemployees significantly affect key processes and outcomes.
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