Dear Kashif Sehgal

While the HRM System Strength scale and HRM System Maturity both concern the effectiveness of human resource management systems, they address different conceptual dimensions.

The HRM System Strength scale, rooted in Bowen and Ostroff’s (2004) framework, measures how clearly, consistently, and consensually HR messages are communicated and perceived across the organization. It focuses on the signaling power of HR practices—how well they shape employee interpretations and behaviors through attributes like distinctiveness, consistency, and consensus. This scale emphasizes the perceptual and communicative quality of HR systems rather than their structural development or evolutionary stage.

In contrast, HRM System Maturity typically refers to the developmental stages of an HR system, encompassing aspects such as the formalization of practices, strategic alignment, integration with organizational goals, and the use of data analytics or technology. Maturity models often trace progression from ad hoc or reactive HR practices to strategic, proactive, and fully integrated systems. While a strong HRM system may correlate with higher maturity, the HRM System Strength scale does not directly measure the breadth, sophistication, or strategic alignment of HR functions over time. Therefore, although related, the scale is not a substitute for a comprehensive HRM maturity assessment tool.

I hope this helps.

Félix Oscar Socorro Márquez, Dear Sir,

I have selected this construct from "The impact of HRM digitalization on firm performance: investigating three-way interactions" published in "Asia Pacific Journal of Human Resources (2021) 59, 20–43" having DOI "doi:10.1111/1744-7941.12258". The authors used one item scale to measure HRM System Maturity which is reproduced hereunder. Can i adopt this scale for my PhD research dissertation? Need your expert opinion as i am facing a lot of difficulty in finding out multi item scale of HRM System Maturity, please:

This study used a relatively simple approach with one item to measure HRM system maturity: ‘What is the maturity level of your company’s human resources management systems and processes?’

The respondents were asked to rate their responses on a 5- point scale (from 1 to 5). To help the respondents clearly understand the definite meaning of each point, we provided a detailed description of each level:

1 – ‘there are no written HRM processes, and the work is mainly carried out based on experience’;

2 – ‘there are basic HRM processes, which have been added into the standard documents of the company’;

3 – ‘according to the different HRM modules, the company has developed some main workflows and basic principles and issued them in the form of rules and regulations throughout the whole company’;

4 – ‘in addition to the core rules and regulations, the human resources department has harmonized standards with other departments for common personnel tasks and has provided formal workflows and templates’;

5 – ‘in the face of different, unconventional HRM problems, each department has clear principles and standards of action and can find the corresponding systems and processes upon which to base decisions’

Regarding using a one-item scale:

While single-item measures can sometimes be justified, particularly when the construct is unidimensional, clear, and straightforward, they generally pose limitations in terms of reliability and depth of measurement. Most scholarly consensus recommends multi-item scales for complex constructs like HRM system maturity because they can capture different facets, reduce measurement error, and improve reliability. If you choose to use a single-item measure, it should be accompanied by a detailed, clear description to ensure respondents interpret it consistently. However, for academic rigour, developing or adopting a validated multi-item scale is preferable, especially for a nuanced construct like HRM system maturity.

Regarding HRM System Maturity vs. HRM System Strength:

These terms are related but not necessarily interchangeable. HRM System Maturity typically refers to the developmental stage of the HRM system – how advanced, integrated, and sophisticated it is. HRM System Strength generally emphasises the robustness, consistency, and impact of the HRM practices and how strongly the HRM system influences organisational outcomes. Some scholars consider them overlapping, but they are conceptually distinct; maturity focuses on developmental progression, while strength pertains to effectiveness and consistency. To ensure clarity, define each term explicitly in your study and consider whether the existing scales or measures capture these nuances appropriately.

Summary:

- For your PhD, using a multi-item, validated scale for HRM system maturity is recommended over a single-item measure, unless justified with rigorous validation evidence.

- HRM System Strength and HRM System Maturity are related but distinct constructs; clarify your conceptual framework and ensure your measurement aligns accordingly.

Dear Kashif Sehgal

I think that for your doctoral thesis, you could design a human resource management system (HRMS) maturity measurement scale based on recognized models such as the PCMM (People Capability Maturity Model), HR Analytics Maturity Models, or ISO standards.

It could be a multidimensional scale with several items, organized into maturity levels (e.g., 1-5) and key dimensions:

HRMS Maturity Scale

Objective: To assess the degree of development of an organization's HRM system.

Maturity Levels (Likert 1-5)

Initial: Ad hoc processes, without formalization.

Repeatable: Basic processes documented, but inconsistent.

Defined: Standardized processes aligned with strategy.

Managed: Continuous measurement and improvement with data.

Optimized: Innovation, predictability, and alignment with organizational goals.

Dimensions and Items (Examples)

Each dimension can be assessed with Likert-type items (1 = "Never" to 5 = "Always").

1. Strategic Alignment

The HRMS is aligned with the organization's strategic objectives.

There is a long-term HRM plan.

Senior management participates in defining HRM policies.

2. Attraction and Selection

Recruitment processes are based on competencies and data.

Technology (e.g., ATS) is used to manage candidates.

The effectiveness of recruitment sources is measured.

3. Development and Training

Training programs are linked to strategic needs.

The ROI of training is evaluated.

Succession and career development plans are in place.

4. Performance Evaluation

The evaluation system is objective and competency-based.

Results are linked to rewards and development.

There is continuous feedback (not just annual).

5. Retention and Work Environment

Engagement indicators are measured (e.g., climate surveys).

Wellness and talent retention programs are in place.

Causes of voluntary turnover are analyzed.

6. HR Analytics

Data is used to make HRM decisions (e.g., turnover prediction).

There are dashboards with HRM KPIs (e.g., productivity, cost per hire).

The organization uses AI or People Analytics tools.

7. Regulatory Compliance

Policies comply with local and international labor laws.

HRM processes are periodically audited.

Protocols are in place to manage legal risks.

Make sure to validate the Scale by establishing:

Content validity: Review by experts (e.g., academics and HRM professionals).

Construct validity: Confirmatory factor analysis.

Reliability: Internal consistency (Cronbach's alpha > 0.7).

Pilot application: Test on a representative sample.

I hope this helps.

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