HRM Systems for Knowledge Workers: Differences Among Top Managers, Middle Managers, and Professional Employees
这篇理论研究探讨了高参与人力资源和内部劳动力市场两种HRM系统对高层管理者、中层管理者和专业员工的不同效果，并分析了阻碍有效HRM系统采用的因素，为管理者针对不同知识工作者群体设计HRM策略提供参考。
Abstract This theoretical study contributes to the debate in the field of strategic HRM on whether HRM systems should differ across employee groups within the firm. It explores differences in the efficacy of two HRM systems—high‐involvement HR and internal labor market systems—across top management teams, middle managers, and professional employees. In addition, it examines factors that may prevent the adoption of effective HRM systems for these groups of knowledge workers. A model is proposed depicting how four job‐level moderators influence the HRM‐performance relationship and how these moderators apply to each of the three employee groups. Short‐term performance pressures and favoritism in staffing are proposed as factors that may hinder the adoption of effective HRM systems. Finally, HRM systems for different employee groups are classified based on their gains potential and barriers to implementation, yielding four categories of strategic HRM activity metaphorically labeled low‐hanging fruits, high‐hanging fruits, peanuts, and barren land . © 2013 Wiley Periodicals, Inc.