A Systematic Review of Strategic Human Resource Management and Organizational Effectiveness in Public Institutions

Abstract

The relationship between strategic human resource management (SHRM) and organizational effectiveness has been extensively theorized and empirically investigated within private sector scholarship, yet its translation to public sector institutions remains theoretically fragmented and methodologically heterogeneous. This article presents a systematic review of 102 peer-reviewed studies published between 2002 and 2025, synthesizes cumulative evidence on SHRM-effectiveness linkages in public sector contexts, and proposes an integrated Public Sector SHRM Effectiveness Framework (PS-SHRMEF). Drawing on configurational theory, social exchange theory, and the ability-motivation-opportunity (AMO) model, the framework identifies five SHRM practice bundles-talent acquisition, performance management, learning and development, employee voice, and work-life integration-as principal antecedents of organizational effectiveness. Mediating roles of human capital quality, organizational commitment, and innovation behavior are theorized and evidenced. Moderating effects of civil service regulatory environments and organizational size are incorporated. Findings reveal that internally consistent, externally aligned SHRM configurations generate multiplicative effectiveness gains when mediated by employee commitment and human capital quality. Implications for public sector HR policy reform, civil service modernization, and managerial practice are elaborated. Limitations and future research priorities are identified.