The study aims to (1) develop a conceptual framework for HRM effectiveness (HRME) by analyzing recurring patterns found in measurement items used in prior empirical quantitative research and (2) translate this framework into a maturity model.
The study combines a systematic literature review with content analysis of 468 measurement items from 39 articles to develop a theoretical HRME framework grounded in both empirical findings and broader HRM literature. The maturity model was derived through item synthesis and refined with input from experts.
The study develops a conceptual framework of HRME based on four dimensions (content, process, actors and outcomes) structured across 14 levels. Combined with expert input it forms the basis of a preliminary maturity model consisting of 41 evaluation criteria.
The maturity model helps organizations pinpoint where and why HRM is (in)effective, thereby supporting holistic improvements. It enables practitioners to identify not only isolated weaknesses but also misalignments across dimensions and levels.
We are the first to integrate the four foundational dimensions of HRM into a single, 14-level conceptual and diagnostic evaluation framework. This framework extends the HRM-CPO model by adding a multilevel perspective and incorporating the actor dimension. The resulting maturity model broadens the classic HR performance-management cycle, enabling organizations to verify whether HR actors fulfil their responsibilities. It shifts widely used strategic PM approaches from merely reporting what was achieved to explaining where and why HRM proves (in)effective and forces coordinated and systematic adjustments in HRM to achieve its effectiveness.
