1.How was the study conducted? In particular, what was the primary level of analysis? Who were
the respondents?
2.What was the dominant theoretical framework informing the research design?
3.What was the conceptualisation and operationalisation of „HRM‟? In particular, was HRM
viewed as a set of unconnected practices, or as a mutually reinforcing „system‟?
4.What was the conceptualisation and operationalisation of „performance‟ (i.e. the outcomes of the
HRM intervention)?
5.Which external variables were incorporated into the research design, whether as controls or as
contingent moderating variables?
6.What was understood to take place in the „black box‟ stage between HRM and performance?