ABSTRACT
This chapter discusses the Strategic Human Resource Management (SHRM), to identify its connections with work psychology and explores how the two fields can assist each other. It also discusses the current models of the relationships between HRM, employee well-being and organisational performance. The chapter provides an overview of how different contexts affect HRM and have implications for employee well-being. It highlights how strategic HRM and work psychology can draw on each other, enhancing research in both fields. The field of SHRM thus shares work psychology's interest in employee behaviour and well-being, and can learn much from it. The societal context incorporates conditions in local labour markets, local cultural norms and national systems for trade union recognition and for vocational education. The chapter helps both fields to evolve in a more balanced way: a more psychologically and physiologically informed HRM and a more contextualised and business-informed work psychology.
