Karriereerfolg als Ergebnis des Personalmanagements

Strategic human resource management has avoided to evaluate its efforts in relation to employees’ careers. Recent research has investigated a selection of individual human resource management (HRM) practices (e.?g., training and development, mentoring, career development, talent management, performance appraisal) in relation to objective and subjective career success, but failed to study HRM systems or bundles. This paper argues that HRM systems and career success can be connected via human capital theory because human capital is understood as an organizational resource and as an individual antecedent to careers. Based on extant research that relates individual HRM practices to objective or subjective career success, this paper reviews and discusses the relationship between bundles of HRM practices and the individual practices contained therein and career success. The final conclusion suggests that evaluations of HRM systems should take careers into account because organizations rely on employees’ human capital. Future research should focus more intensely on the role of HRM for the development of careers also across organizations.