| This dissertation develops and tests a hybrid simulation methodology that melds system dynamics and agent modeling approaches and spans macro-, meso- and micro-levels of organizational analysis. The method is adaptable to additional questions and will permit scholars to test their theory building relating to strategic human resource management, something that generally has not occurred to date. HR management efforts present frequent opportunities for practitioners to misstep. The methodology offers a "pre-action research" tool by which possible unintended consequences of strategic actions may be identified, avoided or ameliorated. This approach offers HR leaders a forecasting method, comparable to the dominant quantitative methods available to Finance and Operations, that uniquely includes explicit, dynamic behavioral considerations.; The study observes that research into strategic human resource management, a recent approach to managing the "people function" within an organization, necessarily involves but rarely takes into account multiple levels of analysis or longitudinal behavior, nor attempts to explain the unintended consequences of SHRM initiatives that often arise within firms. The study proposes a simulation methodology, drawing upon system dynamics and agent-based modeling practices, to address this gap, and tests a model developed using it for regularity of behavior.; The dissertation then employs the hybrid simulation methodology to examine specific hypotheses concerning unintended and unwelcome consequences threatened by SHRM action under consideration at a data site firm. Model-building and hypothesis development were aided by eighteen independent general managers and HR experts, operating in four Delphi panels, and the data site provided four years of its longitudinal data to initiate the simulation runs.; The study concludes with discussion of the simulation results, and of other applications, limitations, and possible extensions of this approach. Extensions are possible in conjunction with other recognized methods. For example, docking with dynamic social network methods appears possible. The method's multi-level system ties to firm performance also suggest successful docking opportunities with competencies and operations modeling approaches.; This work is intended also to support the development and testing of the researcher's integrative theory of strategic human resource management, called The RightWorkforce Model(c), which extends across the three levels of observation and analysis. |
