Management scholars have become increasingly interested in how SHRM enhances
organization performance (Wright and McMahan 1992; Boxall 1995; Koch and McGrath 1996; Jackson and Schuler 1999; Huselid and Becker 2000). SHRM has become more central to management literature owing to this link (Delaney and Huselid 1996). Studies have established positive link between dimensions of fit in SHRM and corporate financial performance (Huselid 1995), firm profitability (Terpstra and Rozell 1993; Shaw, Tang, Fisher and Kirkbridge 1993; Pfeffer 1994), return on investment (Delery and Doty 1996), excellence in cost-oriented manufacturing strategies (Snell and Dean 1992; MacDuffie 1995) or innovation strategies (Bennett et al. 1998), employee productivity, profitability/ cash flow and firm market value (Huselid et al. 1997), and achieving greater economic success (Cook and Ferris 1986). Becker and Huselid (1998) examined the relationships among HRM practices, organizational culture, and firm performance.