sustainability
Review
Review and Prospects of Enterprise Human Resource
Management Effectiveness: Bibliometric Analysis Based on
Chinese-Language and English-Language Journals
Xiaowei Yang, Shumin Yan *, Jiang He and Junjie Dong
Citation: Yang, X.; Yan, S.; He, J.;
Dong, J. Review and Prospects of
Enterprise Human Resource
Management Effectiveness:
Bibliometric Analysis Based on
Chinese-Language and
English-Language Journals.
Sustainability 2022, 14, 16112.
https://doi.org/10.3390/
su142316112
Academic Editor: Lucian-Ionel Cioca
Received: 7 November 2022
Accepted: 29 November 2022
Published: 2 December 2022
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Copyright: © 2022 by the authors.
Licensee MDPI, Basel, Switzerland.
This article is an open access article
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conditions of the Creative Commons
Attribution (CC BY) license (https://
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4.0/).
Sustainability 2022, 14, 16112. https://doi.org/10.3390/su142316112
School of Economics and Management, Tongji University, Shanghai 200092, China
* Correspondence: yanshumin@tongji.edu.cn
Abstract: The effectiveness of enterprise human resource management is an important topic of human
resource management in academic studies, and it is the key for enterprises to achieve long-term
sustainable development. Up to now, fruitful research achievements have been achieved, but there
is still a lack of a systematic literature review. Based on 218 research results collected in the CNKI
and SSCI databases of the WOS from 1975 to 2021, this paper systematically reviews the enterprise
human resource management effectiveness from the aspects of evolution, topic overview, and content
sorting by using bibliometrics with Citespace software and a systematic literature review. This paper
expounds the concept of enterprise human resource management effectiveness, analyzes the existing
research results, and finds out where the research gap is. Based on this, this paper puts forward the
prospect of future research topics from the aspects of measurement methods, influencing factors,
and results, which not only helps to systematically reveal the overview of the existing research in
the field of enterprise human resource management effectiveness, but also provides direction for
further research.
Keywords: enterprise human resource management effectiveness; CiteSpace; bibliometrics
1. Introduction
Enterprise human resource management (HRM) effectiveness (hereafter referred to as
“HRM effectiveness”) is an important necessity for improving enterprise competitiveness
and to ensure the sustainable development of enterprises. Since it was proposed in the
1980s, it has attracted attention from numerous fields of study [1–4]. Some studies have
confirmed that HRM effectiveness has an impact on enterprise performance, organizational
innovation, and employee well-being [5–7]. In the context of today’s global economy
entering the “VUCA (volatile, uncertain, complex, and ambiguous) era” [8], enterprises are
simultaneously facing challenges, such as the disappearance of demographic dividends,
economic structural transformation, and production overcapacity, and opportunities cre-
ated through the extensive application of big data and artificial intelligence [9]; therefore,
HRM effectiveness has become particularly important [10]. For example, Zhengfei Ren,
the founder of Huawei, emphasizes “two flows and one effectiveness”, i.e., a high income
flow, a high cash flow, and a high HRM effectiveness. Based on this, thoroughly and
systematically combing the research results in the field of HRM effectiveness in enterprises
and proposing prospects for future issues have important guiding significance for the
subsequent in-depth research on and implementation of practices in enterprises.
The academic community has carried out a large number of investigations on HRM
effectiveness, reporting impactful results [1,11,12]. Some scholars have conducted review
studies [13–15], which provide a reference for systematically revealing the state of the art
in this field. However, there are still research gaps. From the perspective of scope, the
previous reviews were published several years ago and, thus, did not cover research results
reported in recent years; additionally, from the perspective of research content, the content
https://www.mdpi.com/journal/sustainability
Sustainability 2022, 14, 16112 2 of 16

in existing reviews is limited to the connotation definition and measurement methods

of HRM effectiveness but lacks a review of the factors influencing HRM, the results of
HRM effects, and even the overall development of research in the field and the important
research topics.
To comprehensively understand the state of the art of enterprise HRM effectiveness,
after defining the connotation of HRM effectiveness, this study analyzed 218 papers, includ-
ing 112 papers from the SSCI and 106 papers from the CSSCI, through a literature search
and sample screening, using systematic and bibliometric methods with Citespace software.
This paper summarizes the evolution and main themes of this field and analyzes them. Fi-
nally, a theoretical framework of HRM effectiveness is obtained. Based on the research, the
possible future research directions in this field are also proposed for researchers’ reference.
The main contributions of this study are as follows. The previous literature reviews of
enterprise HRM effectiveness are mostly based on content analysis. This study uses CiteS-
pace software to visually analyze the research evolution and thematic overview of HRM
effectiveness. Most of the existing reviews on HRM effectiveness focus on definitions and
measurements. Using a systematic literature review, this paper systematically organizes
HRM research topics based on three aspects, i.e., measurement methods, influencing factors,
and results, builds a theoretical framework for HRM effectiveness, and proposes research
prospects. The results of this study can be used as a reference for existing research in the
field of HRM effectiveness and can also provide direction for in-depth follow-up studies.

2. Definition of Connotation and Research Design

2.1. Connotation Definition
In 1954, Drucker [16] was the first to propose and clearly define the concept of “human
resources”, which is a special resource that has to be exploited through effective incentives
and brings visible economic value to a company. Since then, human resources and HRM
effectiveness have received extensive attention from the academic community. For example,
Barney [17] regarded human resources as one of the sources of sustainable competitive
advantages of enterprises, while Zhao [18] pointed out that HRM is the effective develop-
ment, rational utilization, and scientific management of this special resource. “Efficacy” is
mostly translated from the English words efficiency, effectiveness, and other central terms
for evaluating and measuring performance [19]. Drucker [20] proposed that management
effectiveness should focus on “doing the right thing”, which refers to the extent to which
the output of the system reaches the predetermined goal after the input of resources, and
that management efficiency should focus on “doing things right”, which refers to the use
of finances, human power, and material power and information resources to ensure that
the output is greater than the input. For the definition of management effectiveness, the
current academic community recognizes that effectiveness is the degree of achieving goals
through management [21].
Existing studies mainly define enterprise HRM effectiveness from the output of en-
terprise HRM activities (Table 1). Some of the literature uses different expressions for
enterprise HRM effectiveness, such as efficiency, effectiveness, effect, validity, performance,
and value. Although scholars have different views on the details of the definition of enter-
prise HRM effectiveness, studies published in English journals focus on the perception of
HR service users [22] or the delivery of HR activities [23], while studies in Chinese journals
focus more on the contribution made by HRM to enterprises [15]. However, they basically
focus on the output of human resource activities and the relationship between HRM activity
output and organizational goals [15]. They all propose that enterprise HRM effectiveness is
the outcome of enterprise HRM activities and can be used as an indicator to evaluate the
attainment of HRM goals [24]. In this study, enterprise HRM effectiveness is defined as the
extent to which enterprises achieve business goals through various HRM practices (overall
planning, recruitment, remuneration, development, evaluation, and incentive activities).
From the perspective of connotation, enterprise HRM effectiveness focuses on the efficiency
generated by an enterprise through HRM; from the perspective of characteristics, enterprise
Sustainability 2022, 14, 16112 3 of 16

HRM effectiveness is measurable, but concepts and indicators that have different meanings
from the perspective of different people are difficult to incorporate into an assessment of
HRM effectiveness.

Table 1. Main Definitions of HRM effectiveness.

Author Time Definitions of HRM Effectiveness

Tsui [1] 1984 Effectiveness of the personnel department as a subunit of an organization
It is used to evaluate the degree to which human resource management activities can
Hitt et al. [24] 1986
achieve management objectives
Users’ perception, practice effectiveness, and degree of support for the organization of
Ulrich [22] 1989
human resource service
The efficiency and effectiveness of human resources in the context of corporate
Walker and Bechet [25] 1991
strategic human resources
MacDuffie [26] 1995 Completion status of human resource management project
Delery and Doty [27] 1996 The role of human resource management in organizational strategy
Delivery of high-quality technical and strategic human resource
Huselid et al. [23] 1997
management activities
The unique contribution degree of human resource activities to create enterprise
2001
Richard and Johnson [5,28] human capital
2004 Satisfaction with human resource activities in a business or other organization
The effectiveness of human resource activities and the degree to which they meet the
Lawler and Mohrman [29] 2003
needs of the enterprise
Wen-cheng Zhou
2004 The output achieved by human resource management activities
and Shu-ming Zhao [30]
It is the effect of human resource management activities and the intermediate variable
Zheng-tang Zhang [31] 2006
between human resource management and enterprise performance
Huan-rong Li The contribution of human resource management to the enterprise under certain
2009
and Fu-sheng Su [32] environmental conditions
Zhi-ming Fu [33] 2010 It is the unity of efficiency and effect
Talebnia and Dehkordi [34] 2012 The degree to which goals are achieved and the satisfaction with human resources

2.2. Retrieval Strategy and Literature Samples

To systematically review the research on HRM effectiveness in enterprises, using the
above definition of HRM effectiveness in enterprises, the CSSCI (China Social Science
Citation Index) database of the “China Knowledge Network” and the core collection
SSCI (Social Science Citation Index) of the “Web of Science” were used to conduct a
literature search (Table 2). A total of 284 papers in Chinese and 298 papers in English were
retrieved. We manually screened and filtered the titles, abstracts, and keywords one by
one and manually excluded nonresearch papers, such as conference reviews, book reviews,
interviews, written conversations, academic debates, announcements, and editor notes, as
well as duplicate papers. Ultimately, 218 papers were used as research samples. Among
them, 106 papers were published in Chinese, and 112 papers were published in English.

2.3. Literature Review Research Methods and Tools

To more systematically present the development trends in disciplinary knowledge and
in the main research topics, bibliometrics and a systematic literature review were combined.
Bibliometric analysis, as one of the main research methods of scientometrics, uses the
knowledge domain as an object to visualize and quantitatively analyze the development
process and structure of scientific knowledge and to mine knowledge evolution trends and
research hotspots. Tools such as CiteSpace, VOSviewer, SciMAT, and Sci2 are commonly
used to assist in knowledge graph analysis. Among them, CiteSpace, with its good visual-
ization and large data analysis capabilities, is a more comprehensive and suitable software
for bibliometric analysis [35]. Systematic literature reviews can integrate a large number of
broad studies and help to provide a comprehensive diagram of the research topic [36,37].
This study integrates the advantages of the two methods and uses CiteSpace software to
explore the research development patterns and hotspots in the field of enterprise HRM
Sustainability 2022, 14, 16112 4 of 16

effectiveness to systematically, comprehensively, and vividly explain the current state of the
art of enterprise HRM effectiveness research. The research flowchart is shown in Figure 1.

Table 2. Search criteria for data samples.

Search Items Search Samples

Sample type Chinese English
Search date 31 December 2021
Time span 1975–2021
Database CSSCI database SSCI database
(‘human effectiveness’ +’human resources’ + (HR or “human resource” or “manpower
‘human resource management’ + ‘human capital resource” “human resource management” or
management’ + ‘personnel management’ + “human capital management” or “person*
‘talent management’) * (‘ effectiveness’+’ management” or “talent management” ) AND
Include
Title efficiency’ +’effect ‘+’ benefit’ +’results’ +’levels’ (efficiency or effect* or efficacy or result* or
+’quality evaluation ‘+’contribution ‘+’ benefit or level or quality or evaluation* or
pragmatic ‘+’output ‘+’value’ +’measurement appraisal* or estimation* or contribution* or
‘+’value’) output* or measure* or value)
‘sense of effectiveness’ +’province’ +’city’ sense or province* or city or region* or public or
Not +’region’ +’area’ +’public’ +’ university’ college* and university* or teacher* or country or
+’teacher’ + ‘rural’+ ‘government’ village or government*
initial sample 284 papers 298 papers
final sample
Sustainability 2022, 14, x FOR PEER REVIEW 106 papers 112 papers 5 of 18
“*” can represent single character or multiple characters.

Definition of the connotation of

"enterprise HRM effEctiveness"

Literature search
strategy setting
Search on WoS and CNKI
data
cleaning
Initial sample Final sample
SSCI CSSCI SSCI CSSCI
+ +
298 284 112 106

Citespace Bibliometric method

Biliometric analysis
Time distribution keywords distribution
（Theoretical construction period （Measurement, Influencing factors and
Explosive growth period the effect of enterprise HRM
Knowledge deepening period） effectiveness）

Summary of Main Contents

Measurement + Influencing factors + Effects

Conclusions and theoretical framework

Research prospect
（Measurement, Influencing factors, Effect）

Figure 1.
Figure 1. Research
Researchroute
routedesign.
design.

3. Overview of the Research Evolution and Themes

3.1. Research Evolution
Interest from foreign researchers in enterprise HRM effectiveness began in the 1920s
[38], but the concept of enterprise HRM effectiveness was formally proposed in the 1980s
Sustainability 2022, 14, 16112 5 of 16

3. Overview of the Research Evolution and Themes

3.1. Research Evolution
Interest from foreign researchers in enterprise HRM effectiveness began in the 1920s [38],
but the concept of enterprise HRM effectiveness was formally proposed in the 1980s [1].
Since the concept was proposed more than 30 years ago, scholars in China and abroad
have carried out extensive research in this field. As seen in Figure 2, there has been an
overall increase in research on HRM effectiveness in enterprises. Prior to 2019 (inclusive),
research in the field of HRM effectiveness in enterprises matured through early theoretical
construction, the development of measurement methods, and research on causes and effects.
However, starting in 2020, with the development of enterprise HRM practices (such as
employee experience, etc.) and the emergence of big data-based research methods (such as
text analysis, etc.), a new focus on corporate HRM effectiveness emerged in the academic
community [39]. With the implementation of enterprise HRM activities, such as 6digital
Sustainability 2022, 14, x FOR PEER REVIEW of 18
transformation and improvements in academic research methods, the current research
in this field has bottlenecked, and innovation and development are urgently needed to
continue achieving breakthroughs in practice.

20 19 Chinese English
18
16
Number of published papers

14
12 11
10
9
10 7 8
7
8 6 6 6 6 6 6
6 5 5 5
4 4 4 4 4 5
1 1 31 3 3 3
4 2 2 2 2 2 2 2 2 2 2 2 2
2 1 1 1 1 1 1 1 1 4 1
0 0 2 3 3 42 4 1
0
1975
1976
1977
1982
1984
1986
1987
1988
1990
1991
1993
1994
1995
1997
1998
1999
2000
2001
2002
2003
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Year

Figure
Figure2.2.Published
Publishedtrends
trendsin
inthe
thefield
fieldof
ofenterprise
enterpriseHRM
HRMeffectiveness
effectivenessresearch.
research.

Researchon
Research onHRM
HRMeffectiveness
effectivenessininenterprises
enterpriseswas wascarried
carriedout
outearlier
earlierininforeign
foreigncoun-
coun-
tries than in China [40], with the gradual initiation of studies in China
tries than in China [40], with the gradual initiation of studies in China in 1998 through in 1998 through
participationin
participation inforeign
foreignstudies
studies[13],
[13],which
whichisisconsistent
consistentwithwiththe
theconclusion
conclusionof ofprevious
previous
studieson
studies onChinese
Chinesehuman
human resource
resource management
management [41].
[41]. As seen
As seen in Figure
in Figure 3, in 3,
theinfirst
the two
first
two periods,
periods, domestic
domestic researchresearch
improved improved in conjunction
in conjunction with participation
with participation in foreigninresearch
foreign
research
[4]. As time [4].
hasAsprogressed,
time has progressed,
domestic and domestic and international
international studies havestudies
basically have
beenbasically
equiv-
been equivalent. The research on HRM effectiveness can be roughly
alent. The research on HRM effectiveness can be roughly divided into three evolution divided into three
evolution
stages stages
on the basisonofthe
thebasis of the
content content characteristics
characteristics of thetime
of the different different time
periods, asperiods,
shown in as
shown in Figure 3. In general, in terms of the theories and methods involved
Figure 3. In general, in terms of the theories and methods involved in the studies, most of in the studies,
most
the of the papers
Chinese Chineseadopted
papers the
adopted the concepts
concepts and measurement
and measurement methods methods
developed developed
by Eng-
by English papers. In terms of research topics, English papers focus
lish papers. In terms of research topics, English papers focus on the relationship betweenon the relationship
between enterprise
enterprise HRM effectiveness
HRM effectiveness and factorsandfrom
factors
bothfrom
theboth the enterprise
enterprise and employee.
and employee. Com-
Comparatively, Chinese papers focus more on enterprises than employees. This may be
paratively, Chinese papers focus more on enterprises than employees. This may be ex-
explained by cultural differences, as previous studies have shown that Chinese culture
plained by cultural differences, as previous studies have shown that Chinese culture
pays more attention to the collective [42].
pays more attention to the collective [42].
1. Theoretical construction period (from 1988 to 1998 in foreign countries and from
1. Theoretical construction period (from 1988 to 1998 in foreign countries and from 1998
1998 to 2008 in China). The studies in this period mainly focused on theoretical
to 2008 in China). The studies in this period mainly focused on theoretical research,
research, i.e., the theoretical construction of the connotation of enterprise HRM
i.e., the theoretical construction of the connotation of enterprise HRM effectiveness
effectiveness [13,43]. The main theories used in these studies were mostly derived
[13,43]. The main theories used in these studies were mostly derived from human
capital theory and strategic HRM theory. The aims of the studies focused on the the-
oretical basis of enterprise HRM effectiveness and its relationship with enterprise
performance and organizational performance. In terms of topics, English papers fo-
cus on research methods, models, and the effects on enterprises and employees,
Sustainability 2022, 14, 16112 6 of 16

from human capital theory and strategic HRM theory. The aims of the studies
focused on the theoretical basis of enterprise HRM effectiveness and its relationship
with enterprise performance and organizational performance. In terms of topics,
English papers focus on research methods, models, and the effects on enterprises
and employees, while Chinese papers have paid more attention to related theories
and the impact on enterprises.
2. Explosive growth period (from 1999 to 2017 in foreign countries and from 2009 to
2017 in China). In this period, on the basis of previous theoretical constructions,
empirical research methods gradually increased [44,45]. The research mainly focused
on the measurement of enterprise HRM effectiveness and the relationship between
human efficiency and more detailed internal variables, such as enterprise culture,
Sustainability 2022, 14, x FOR PEER REVIEW 7 of 18
enterprise strategy, enterprise system, enterprise innovation, social responsibility, and
knowledge management. In terms of topics, the English papers have mainly focused
on the impact of HRM effectiveness on organizations and employees. Chinese studies
focus on
on the
therelationship
relationshipbetween
between HRMHRM effectiveness
effectiveness andand
enterprise factors,
enterprise and fur-
factors, and
ther qualitative
further qualitativeresearch emerged.
research emerged.
3.3. Knowledge deepening period (2018 to present). During this period, qualitative qualitative and
empirical methods
methodswereweremainly
mainlyemployed,
employed, and
and new
newmethods
methods based on big
based on data and
big data
artificial
and intelligence
artificial emerged
intelligence [46]. The
emerged [46].focus
The of theseofstudies
focus was gradually
these studies refined
was gradually
refined from mid-term
from mid-term measurements
measurements and impacts andonimpacts on the
the internal internal
aspects of anaspects
enterprise of an
to
enterprise to the work experience and social responsibility of employees
the work experience and social responsibility of employees [12]. Research during this [12]. Research
during this period
period also began toalso began the
address to address
impact the impact of
of external external
national national
policies onpolicies
enterprise on
enterprise HRM effectiveness
HRM effectiveness and the
and the impact ofimpact of enterprise
enterprise HRM effectiveness
HRM effectiveness on the
on the perfor-
performance
mance of externalof external
capitalcapital markets.
markets. In termsInofterms of the
topics, topics, the English
English literature literature
focuses
focuses on the relationship
on the relationship betweenbetween HRM effectiveness
HRM effectiveness and enterprise
and enterprise factors,
factors, such such
as com-
as commitment
mitment and aperformance
and a work work performance
system,system,
while the while the Chinese
Chinese literature
literature focusesfocuses
on the
on the relationship
relationship between between HRM effectiveness
HRM effectiveness and theand the performance
performance of enterprises
of enterprises in the
in the capital market, and gradually increases the content
capital market, and gradually increases the content of employee welfareof employee welfare
and em-and
employee experience.
ployee experience.

Figure 3. Keyword time zone view in the field of enterprise HRM effectiveness.
Figure 3. Keyword time zone view in the field of enterprise HRM effectiveness.
3.2. Distribution of Research Topics
Keyword analysis of a sample helps to reveal the key research topics in a research
field. As seen in Figure 4, the research topics in this field are relatively independent in
China, such as the study of enterprise HRM effectiveness measurements alone [15] or the
relationship between enterprise HRM effectiveness and other variables [12]. Compared to
studies in other countries, studies in China tend to focus on several themes of enterprise
Sustainability 2022, 14, 16112 7 of 16

3.2. Distribution of Research Topics

Keyword analysis of a sample helps to reveal the key research topics in a research
field. As seen in Figure 4, the research topics in this field are relatively independent in
China, such as the study of enterprise HRM effectiveness measurements alone [15] or the
relationship between enterprise HRM effectiveness and other variables [12]. Compared to
studies in other countries, studies in China tend to focus on several themes of enterprise
HRM effectiveness at the same time [23]. Domestic and international studies have focused
on the relationship between human HRM effectiveness and performance. Foreign studies
have also focused on the impact of the application of electronic human resource (E-HR)
on enterprise HRM effectiveness, while studies in China have focused more on HRM
effectiveness evaluations and actual management situations. Combined with the overall
distribution of keywords shown in Figure 4, the research topics in the field of HRM
Sustainability 2022, 14, x FOR effectiveness
PEER REVIEW in domestic and foreign enterprises mainly focus on the following
8 of 18 aspects.

(1) Measurement of enterprise HRM effectiveness. Scholars in China and abroad have
developed a variety of measurement questionnaires or measurement models to
(1) Measurement of enterprise HRM effectiveness. Scholars in China and abroad have
assess enterprise HRM effectiveness from different perspectives. Existing studies
developed a variety of measurement questionnaires or measurement models to as-
havesess
researched HRM
enterprise HRM effectiveness
effectiveness from different
from different perspectives,
perspectives. e.g.,have
Existing studies subjects and
cycles [23,47].HRM
researched Some scholars from
effectiveness also different
reviewed methodse.g.,
perspectives, to measure
subjects and enterprise
cycles HRM
[23,47]. Some
effectiveness scholars also reviewed methods to measure enterprise HRM effective-
[15].
(2) ness [15]. factors of enterprise HRM effectiveness. The domestic and foreign liter-
Influencing
(2) Influencing factors of enterprise HRM effectiveness. The domestic and foreign liter-
ature has explored various aspects of the organizational culture of enterprises, the
ature has explored various aspects of the organizational culture of enterprises, the
relationship
relationshipbetween
betweenhuman resources
human resources departments
departments and business
and business managers managers
[48], em- [48], em-
ployee emotion management [49], and technology [50] and investigated
ployee emotion management [49], and technology [50] and investigated the impact the impact of
the above factors
of the above onon
factors HRMHRMeffectiveness.
effectiveness. AsAs
seenseen in Figure
in Figure 3, employee
3, employee experience experience
and participation are frontier topics that have attracted attention in recent
and participation are frontier topics that have attracted attention in recent years. years.
(3) The effect of enterprise HRM effectiveness. Existing studies not only investigate the
(3) The effect of enterprise HRM effectiveness. Existing studies not only investigate
impact of HRM effectiveness and organizational performance at the enterprise level
the impact of HRM effectiveness and organizational performance at the enterprise
[5] but also explore the role of enterprise HRM effectiveness from aspects such as
levelemployee
[5] but also explore
behavior the role of enterprise
and performance HRM
output [51]. As seeneffectiveness frommarket,
in Figure 3, capital aspects such as
employee behavior
investment andand
efficiency, performance output
enterprise social [51]. As [12]
responsibility seenareinthe
Figure 3, topics
frontier capital market,
that have efficiency,
investment been explored.and enterprise social responsibility [12] are the frontier topics
that have been explored.

FigureFigure 4. Distribution
4. Distribution mapof
map ofimportant
important research topics
research in theinfield
topics theoffield
enterprise HRM effectiveness.
of enterprise HRM effectiveness.
Sustainability 2022, 14, 16112
Types
Function-Efficiency
Function-Effectiveness
Enterprise-Efficiency
Enterprise-
effectiveness
8 of 16
4. The Main Content of Enterprise Human Efficiency Research
4.1. Measurement Methods
Peter Drucker said, “Only measurable things can be effectively managed”. Therefore,
although there are challenges in the measurement of enterprise HRM effectiveness, such
as the ambiguity and measurement scope of the HRM process itself [22], scholars are still
committed to assessing enterprise HRM effectiveness to find an appropriate and effective
measurement method. Overall, there are more than 20 human resource measurement
methods [15]. Measurement methods have focused on the short-term efficiency or the
effectiveness of medium- and long-term goals and whether measurements are based on
the human resources function department or overall HRM activities; the commonly used
enterprise HRM effectiveness measurement methods are summarized and analyzed in
Table 3.
Table 3. Summary of the characteristics of measurement methods of enterprise HRM effectiveness.
Concerns Advantages Weaknesses Representatives
1 Incomplete
1 HR cost control
evaluation
Focus on inputs and 2 Input–output ratio
Ability to quantify the 2 Indicators are not
outputs that can be analysis
efficiency of human easy to quantify
quantified by the HR 3 Target achievement
resource department 3 Neglect of long-term
department or project rate of a human
and hidden
resource activity . . .
performance
1 Evaluation is too
1 HR service level can 1 Stakeholder model
Focus on the service subjective
be measured 2 HR reputation
and professional level 2 Low link with
2 Low implementation 3 HR target
of HR department performance and
cost management . . .
output
1 Can reflect the
Focuses on quantifiable appreciation of human 1 Ignore long-run and
1 HR Scorecard
inputs and outputs of capital hidden output
2 HR Accounting
HR at the enterprise 2 Easy to operate, 2 Data do not reflect
3 HR profit center . . .
level linked to financial management timely
performance
1 Multiple qualitative
Focuses on the 1 HR index
indicators
contribution of HR It can comprehensively 2 Personnel maturity
2 Wide range of
practices to the reflect the HR situation model
assessment
achievement of of the enterprise 3 Organizational
3 High cost
corporate goals health reporting . . .
4 Heavy workload
The main methods for measuring enterprise HRM effectiveness are basically derived
from the results of foreign research. The commonly used methods include the human
resource index developed and designed by Schuster [52], the stakeholder model proposed
by Tsui [47], and the human resource scorecard based on the balanced scorecard proposed
by [44]. Domestic scholars mostly adjust the methods described in foreign studies to suit
their research needs [11,14,38], and some scholars [53] have attempted to develop their
own measurement methods.
As seen in Figure 5, the methods of measuring enterprise HRM effectiveness have
been continuously developed with advancements in HRM and the evolution of research.
The evolution of this field of study can be divided into the following four stages. (1) HRM
existed in the form of labor management before it was known by the public and primarily
involved personnel management [54] (late 19th century to early 20th century). HRM was
in the embryonic stage, with the possibility of measuring enterprise HRM effectiveness in
the future; the measurement of enterprise HRM effectiveness was in a practical preparation
period. (2) From the 1950s, the concept of “human resources” was introduced, and, in the
Sustainability 2022, 14, x FOR PEER REVIEW 10 of 18
Sustainability 2022, 14, 16112 9 of 16

in the 1980s, HRM was introduced. At this stage, scholars began to measure the HRM
1980s, HRM was
effectiveness introduced.and
of enterprises At this stage, the
explored scholars beganoftoenterprise
inclusion measure the HRM
HRM effectiveness
effectiveness in
of enterprises and explored the inclusion of enterprise HRM effectiveness in financial
financial statements or the adoption of goal decomposition in attempts to measure enter-
statements or the adoption of goal decomposition in attempts to measure enterprise HRM
prise HRM effectiveness, i.e., an exploratory period. (3) In the early stages of strategic
effectiveness, i.e., an exploratory period. (3) In the early stages of strategic HRM (after
HRM (after the 1980s), many in-depth studies were conducted on enterprise HRM effec-
the 1980s), many in-depth studies were conducted on enterprise HRM effectiveness from
tiveness from various perspectives, such as human resource projects [55], financial indi-
various perspectives, such as human resource projects [55], financial indicators [56], and
cators [56], and the overall evaluation of human resource work [57], and enterprise HRM
the overall evaluation of human resource work [57], and enterprise HRM effectiveness
effectiveness measurements entered a stage of robust development. In the late stages of
measurements entered a stage of robust development. In the late stages of strategic HRM,
strategic HRM, enterprise HRM effectiveness measurements began to draw on methods
enterprise HRM effectiveness measurements began to draw on methods used in other
used in other fields, such as the Bayesian method, entropy theory, fuzzy evaluation [58],
fields, such as the Bayesian method, entropy theory, fuzzy evaluation [58], and other
and other theories and methods, and human efficiency measurements entered a compre-
theories and methods, and human efficiency measurements entered a comprehensive
hensive evaluation
evaluation period. Theperiod. The measurement
measurement of HRM effectiveness
of HRM effectiveness in has
in enterprises enterprises has
transitioned
transitioned through the above several periods and has matured, with
through the above several periods and has matured, with more detailed measurement more detailed
measurement
indicators, indicators,
more more
diversified diversified
data acquisition data acquisition
methods, and methods, andmeasurement
more refined more refined
measurement
methods methods[11].
and models and models [11]. Subsequently,
Subsequently, the methodsthe formethods for measuring
measuring enterprise enter-
HRM
prise HRM effectiveness were basically adopted or modified based on
effectiveness were basically adopted or modified based on the methods proposed the methodsinpro-
the
posed in the aforementioned
aforementioned period. period.

Measuring exploratory period Robust development period Comprehensive evaluation period

Measuring method

Equation of manpower(1998) Evaluation based on grey theory(2011)

Organizational health reporting method(1998)
Human resource utility index(1996)
Human Resources reputation(1996)
Measurement of financial indicators(1995)
Measurement of financial indicators(1995)
High-performance work system(1994)
Human Resource management quality model(2011)
Evaluation based on information perception(2011)
Performance Scorecard(2010)
Behavior cost method(2007)
Return on investment analysis(2007)
Evaluation model based on entropy theory(2006)

Human resource key indicators(1994) Evaluation model based on Bayesian method(2006)

Human resource profit center(1993) Management quality evaluation model(2006)

Input-output analysis(1993) Fuzzy comprehensive evaluation (2005)

Utility models(1980)
Assessment center (1979)
human resource index(1977)
Human resource target management(1971)
Human Resources Accounting (1964)
Stakeholder model(1990) Satisfaction with output(2005)
Cost control (1990) Relation model(2004)
Human Resource benchmarking(2004)
Type model(1984)
Break-even analysis (1984) Employee satisfaction(2004)
Productivity Improvement Programme(1982) Turnover rate Absenteeism rate(2001)

Human Resource Audit(1964) Decision theory equation(1982) Human Resources Scorecard(2001) Time
Human resource management period Strategic HRM period (earlier） Strategic HRM period(later）
（From 1950s–1980s） （From 1980s–1990s） （After the 21st Century）

Figure 5.
Figure 5. Evolution
Evolution of
of measurement
measurement methods
methods of
of enterprise
enterprise HRM
HRM effectiveness.
effectiveness.

4.2.
4.2. Influencing Factors
The
The literature
literatureon onthe
theinfluencing
influencing factors of enterprise
factors of enterpriseHRM HRMeffectiveness can be
effectiveness candivided
be di-
into four categories: enterprise level, employee level, human resource
vided into four categories: enterprise level, employee level, human resource department department level,
and technical level. Among them, the factors at the enterprise and
level, and technical level. Among them, the factors at the enterprise and employee levels employee levels are
the
are main
the mainfactors withwith
factors obvious influencing
obvious effects.
influencing Factors
effects. at the
Factors at HR
the HRdepartment
departmentlevellevel
are
secondary,
are secondary,and the
andimpact is relatively
the impact smallsmall
is relatively compared with the
compared withimpact of the of
the impact factors at the
the factors
enterprise and employee
at the enterprise levels. levels.
and employee
(1) Factors at
(1) Factors at the
theenterprise
enterpriselevel.
level.The
Thefactors
factorsthat
thataffect
affectenterprise
enterprise HRMHRM effectiveness
effectiveness at
at the enterprise level can be classified as follows: strategy, management,
the enterprise level can be classified as follows: strategy, management, and institu- and insti-
tutional
tional culture.
culture. ① In 1 In terms
terms of of strategy,
strategy, research
research suggests
suggests thatthat enterprise
enterprise human
human re-
resource strategic engagement and adaptability, as well as the
source strategic engagement and adaptability, as well as the degree of human re- degree of human re-
source activities, have an impact on enterprise HRM effectiveness.
source activities, have an impact on enterprise HRM effectiveness. For example, For example,
ref. [59] found
ref.[59] found that
that aa strategic
strategicHRM HRMengagement
engagementstructure
structure has a significant
has positive
a significant ef-
positive
fect onon
effect enterprise
enterprise HRMHRM effectiveness.
effectiveness. ②
2 In terms of leadership,
In terms of leadership,research suggests
research that
suggests
management flexibility, team decision making and procedures, and management style
Sustainability 2022, 14, 16112 10 of 16

with business executives assuming a participatory role will lead to improvements in

enterprise HRM effectiveness. In addition, a management style that respects human
nature, with shared leadership, or transactional and transformational leadership can
have positive impacts on HRM effectiveness. For example, Sun et al. [60] found
that, in different life cycles of enterprises, different leadership styles have impacts
on enterprise HRM effectiveness. 3 In terms of institutional culture, studies have
found that employee care policies and enterprise culture, such as employee welfare
and career guidance, have a positive impact on enterprise HRM effectiveness. For
example, Chang [61] noted that there is a positive correlation between commitment to
human resources and enterprise HRM effectiveness.
(2) Factors at the employee level. At the employee level, the factors that affect a company’s
HRM effectiveness can be divided into two major categories: employee perception
and attitude and behavior. 1 Regarding employee perception, current studies have
confirmed that employees’ perception of organizational support, HRM systems, and
organizational commitment all affect enterprise HRM effectiveness. For example, Ma,
Lin and Wu [12] found that employees’ perception of enterprise social responsibility
affects enterprise HRM effectiveness. 2 Regarding the attitudes and behaviors of
employees, existing studies have found that employee mobility and emotional en-
gagement have impacts on human performance. For example, ref. [55] found that the
employee turnover rate will have an impact on enterprise HRM effectiveness and that
enterprises can also improve enterprise HRM effectiveness by recruiting more star
employees [62].
(3) Factors at the HR department level. The HR department has the following three
impacts on HRM effectiveness. 1 In terms of skills, existing studies suggest that the
professional skills and business skills of HR personnel can affect enterprise HRM
effectiveness. For example, Li and Su [21] propose that the professional level of
HRM personnel will have an impact on enterprise HRM effectiveness. 2 In terms of
HRM personnel interactions with personnel in other departments, the HR’s interde-
partmental social capital [48], cooperative relationship with business units [63], and
satisfaction with cooperation are also related to enterprise HRM effectiveness. 3 In
terms of the role of HRM personnel, the strategic participation of HR personnel in
enterprise activities and their role expectations and effectiveness at different stages
have different impacts on enterprise HRM effectiveness under different interaction
conditions [4].
(4) Factors at the technical level. Studies generally propose that the adoption of electronic
HRM and human resource information systems and the application of big data tech-
nology can have impacts on enterprise HRM effectiveness. For example, through an
empirical study, Obeidat [64] found that the adoption of E-HRM improved enterprise
HRM effectiveness at the policy and practice levels, but the studies by Bissola and
Imperatori [65] and Al-Harazneh and Sila [66] showed that the results of E-HRM
were not always completely positive or negative. E-HRM has improved the perceived
internal efficiency of HR departments, but it has no impact on the organizational
commitment of employees.

4.3. Affects
According to a process model of HRM research, enterprise HRM will affect the subjec-
tive experience of employees, in turn affecting the behavioral responses of the employees
and, ultimately, have an impact on the enterprise. Because enterprise HRM effectiveness is
the resultant manifestation of enterprise HRM, the literature on the effects of enterprise
human efficiency mainly focuses on the enterprise and employee levels. The effect of
human efficiency is reflected at the enterprise level, but the results of the research on the
direction of the effect are not completely consistent. To a certain extent, enterprise HRM
effectiveness can also affect employees, and most studies have shown positive results.
Sustainability 2022, 14, 16112 11 of 16

(1) Enterprise level. There are two main types of impacts of enterprise HRM effectiveness
at the enterprise level. 1 Regarding the impact on enterprise performance, most
scholars propose that enterprise HRM effectiveness has a positive impact on market
performance, organizational performance, and innovation performance [5]. However,
some scholars propose that the relationship between enterprise HRM effectiveness and
enterprise performance is debatable. For example, Guest [67] argues that there is not
a necessary correlation between HRM effectiveness and enterprise performance. The
reason for the different conclusions may be that the HRM levels of the enterprises are
relatively low or that the number of longitudinal research samples is relatively small,
making it relatively difficult to find such a relationship. 2 Regarding the impact on
organizational innovation, studies have found that enterprise HRM effectiveness has a
significant positive impact on organizational innovation and independent innovation
capabilities. For example, Wang et al. [68] found that human performance affects the
success of new products.
(2) Employee level. Enterprise HRM effectiveness mainly affects employees in two ways.
Existing studies have shown that enterprise HRM effectiveness can affect employee
behavior through employee attitude and perception, which in turn affects employee
performance. 1 Regarding attitudes and perceptions of employees, enterprise HRM
effectiveness has an impact on employee satisfaction, the perceived atmosphere of
labor–capital relationships, and employee well-being. 2 Regarding employee be-
havior and performance, enterprise HRM effectiveness will affect employee learning
and performance orientation, resulting in more organizational citizenship behavior,
fewer turnover rates, and improved employee breakthrough creativity and perfor-
mance. For example, a study by Hu and Mao [7] found that different enterprise HRM
effectiveness brought different results to employees’ sense of job well-being.

5. Research Conclusions and Prospects

5.1. Research Conclusions
In this study, 218 SSCI and CSSCI papers from 1975 to 2021 were used as the research
sample. Herein, a bibliometrics and systematic literature review were used to organize and
analyze the sample and to comprehensively and systematically summarize the literature in
the field of enterprise HRM effectiveness. A theoretical framework of HRM effectiveness
(Figure 6) was obtained. The main conclusions of this study are as follows.
(1) From the perspective of research evolution, research in China is basically carried out
on the basis of foreign research. Domestic and foreign studies can be divided into three
stages on the basis of content during each time period: the theory construction period,
the explosive growth period, and the deepening of knowledge period. Currently, the
field of HRM effectiveness research is becoming mature and awaiting innovation.
From the perspective of the distribution of research topics, the main domestic and
foreign studies in the field of enterprise HRM effectiveness have focused on measure-
ment methods, influencing factors, and results. Among them, employee experience
and participation, enterprise investment efficiency, and social responsibility are fron-
tier topics that have received more attention in recent years. One difference is that
domestic research topics are relatively independent and foreign research topics are
relatively closely related.
(2) In terms of measurement methods, the methods for measuring HRM effectiveness
have multiangle and multicategory characteristics. Commonly used measurement
methods are derived from or revised from foreign research methods, such as the hu-
man resource scorecard, human resource index, and personnel maturity model. From
the perspective of type, the methods for measuring enterprise HRM effectiveness can
be divided into four categories: function-efficiency, function-effectiveness, enterprise-
efficiency, and enterprise-effectiveness. More attention is given to the enterprise-
effectiveness category and less attention is given to the functional-efficiency category.
From the perspective of time evolution, enterprise HRM effectiveness measurement
Sustainability 2022, 14, 16112 12 of 16

methods continue to evolve with advancements in HRM practices and research. After
transitioning through the preparation period, measurement exploration period, devel-
opment deepening period, and comprehensive evaluation period, enterprise HRM
effectiveness measurement methods have become more mature in terms of measure-
ment indicators, data acquisition methods, measurement methods, and models. In the
literature, the methods involved in the measurement of enterprise HRM effectiveness
are basically derived from the research results from these four periods.
(3) Influencing factors. The influencing factors for enterprise HRM effectiveness can be
categorized into four levels: enterprise, employees, HR department, and technology.
Among them, the enterprise and employee levels account for the main factors, includ-
ing strategy, management, institutional culture, and employee perception, behavior,
and attitude. The HR department level and the technical level also have impacts on
enterprise HRM effectiveness, involving the skills of professionals, the relationship
with a company’s strategy and business departments, and the E-HR system, big data
technology, and other technical applications.
(4) Outcomes. Enterprise HRM effectiveness mainly affects enterprises and employees.
The effect on the enterprise level is more obvious because there may be an impact on
Sustainability 2022, 14, x FOR PEER REVIEWenterprise performance and organizational innovation. The impact of enterprise13 HRM
of 18
effectiveness on employee attitude, perception, behavior, and performance output is
mainly explored at the employee level.

Influencing factors Developmental stages

>Enterprise social responsibility
>Knowledge reuse level
>Strategic HR fit the structure
>Supervisor mode
>Organizational climate
>System of the company(employee
Theoretical construction period
(Abroad 1988-1998, domestic 1998-2008)
Focus on the connotation and theoretical construction of Effects
human resource management effectiveness
Explosive growth period >Market performance
(Abroad 1999-2017, domestic 2009-2017) >Innovation performance
>Organizational performance

enterprise level
benefit /vocational guidance/ There are more empirical studies and more studies
on the relationship between variables >Organizational innovation
Commitment to HR bundle) >Organizational culture
>Management style （Sharing/ Knowledge deepening period >Style of leadership
Transformational/ transactional/ (Since 2018) >New product success
New approaches based on big data and AI are >Independent innovation
paternalistic）
emerging, and the focus is shifting inward >labor productivity
>Learning capability
>Atmosphere of labor
>More star performers relations
>Traits (attitude and effort) Enterprise human resource
Staff level

>Job-related（Fit with the job/ vision

management effectiveness
expectations and job expectations/
emotional engagement/ perception of
organizational support/ perception of Measuring methods >Affective commitment
Staff level

HRM system ） Phase >Staff turnover rate

>Job-related happiness
Practical preparation Measuring exploratory >Sense of procedural justice
Robust development Comprehensive evaluation >Job involvement
HR department level

>HR Managers’participate in strategy Function-Efficiency Function-Effectiveness >Job burnout

>HR managers' role expectations and >Job performance
HR cost control Stakeholder model
actual HR practices >Innovation performance
Input-output ratio Human Resources
>Professional skills and business skills analysis Reputation >Breakthrough creativity
>Social capital in HR departments … ...

Enterprise- Efficiency Enterprise- Effectiveness

>E-hrm System (System and
technology

HR Scorecard HR index
Information Quality)
HR Accounting Personnel maturity model
>Application of big data
level

... ...
>Adoption of new technologies

Figure 6. The theoretical framework of the study of enterprise HRM effectiveness.

Figure 6. The theoretical framework of the study of enterprise HRM effectiveness.

(1) From the perspective of research evolution, research in China is basically carried out
on the basis of foreign research. Domestic and foreign studies can be divided into
three stages on the basis of content during each time period: the theory construction
period, the explosive growth period, and the deepening of knowledge period. Cur-
Sustainability 2022, 14, 16112 13 of 16

5.2. Research Prospects

In summary, research in the field of enterprise HRM effectiveness has achieved rela-
tively informative research results, laying a good theoretical basis for subsequent research,
but it still needs to be further explored in theory. Currently, with the rapid development
of science and technology and rapid economic and social changes, under the new labor
ecosystem [69], a large number of enterprises have applied new HRM technologies and
are ahead of theoretical research in the practice of enterprise HRM effectiveness. A large
number of cases and data have emerged that also provide valuable materials for future
research on enterprise HRM effectiveness. Based on this, the following future research
topics are proposed.
(1) Enterprise HRM effectiveness measurement method. Due to the difference in the con-
tent and importance of HR work in enterprises, scholars have different perspectives
on the study of HRM effectiveness. Therefore, the existing measurement methods
are not standardized, and measurement methods from different starting points all
have a certain degree of one-sidedness. In view of this, one of the future research
directions is to optimize and improve measurement methods. Because external data
are difficult to obtain, original measurement methods do not adequately compare en-
terprises. However, in the era of big data, data from external companies are relatively
easier to obtain. Therefore, in the future, the optimization of original measurement
methods and improvements in measurement methods in terms of data comparability
and operability will help enterprises understand their own management level and
examine internal management problems.
(2) Influencing factors of enterprise HRM effectiveness. First, with the rapid changes in
the economic environment and the occurrence of crises, HRM has also undergone
great changes. Under the background of ageing and digital intelligence, a new
generation of employees has entered the workplace and has become the main force
through which enterprises gain competitive advantages [70]. Enterprises continue
to experiment with diversified employment practices, such as the gig economy [71]
and employee sharing, and the use of new HRM technologies [72]. Future research
can focus on the changes in the impact of employee-level factors or existing factors on
enterprise HRM effectiveness under the new environment. Second, in the context of
the rapid development of science and technology [73], which has had a substantial
impact on HRM, the impact of new technological factors (such as artificial intelligence)
on enterprise HRM effectiveness should also be the focus of future studies [74].
(3) The outcomes of enterprise HRM effectiveness. Efficient HR can bring benefits to
both employees and enterprises, a finding that is supported by HRM theory and the
research literature. However, using effectiveness measurements and analyzing HR in
a targeted manner to improve enterprise decision making is more important than ever
in this era of VUCA. Management makes decisions more frequently, and departments
such as marketing and finance have proven methods to generate information that is
useful for business decisions. However, HR departments must shift the focus from the
work it does to the decision making it supports [75]. However, currently, there are few
studies on enterprise HRM effectiveness from the perspective of enterprise decision
making. Additionally, it will also be interesting to discuss the impact of enterprises’
actions to improve HRM effectiveness on their employees. While improving the HRM
effectiveness, whether enterprises will reduce the demand for jobs and personnel
or invest resources in the development of employees for better performance and
creativity is an aspect worthy of attention. It should also be concerned about the
impact of the employee turnover rate, job happiness, and procedural fairness after the
improvement of enterprise HRM effectiveness.
Sustainability 2022, 14, 16112 14 of 16

Author Contributions: Conceptualization, X.Y. and J.H.; methodology, X.Y.; software, X.Y.; val-
idation, X.Y., S.Y., J.H. and J.D.; formal analysis, X.Y.; writing—original draft preparation, X.Y.;
writing—review and editing, X.Y., J.H. and J.D.; visualization, X.Y. and J.H.; supervision, S.Y.; project
administration, S.Y.; funding acquisition, S.Y. All authors have read and agreed to the published
version of the manuscript.
Funding: This research was funded by the National Natural Science Foundation of China under
grant number 71872130.
Institutional Review Board Statement: Not applicable.
Informed Consent Statement: Not applicable.
Data Availability Statement: Not applicable.
Conflicts of Interest: The authors declare no conflict of interest.

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