Strategic HRM is a strategic approach to human resources management. The purpose of the study was to assess extent of strategic HRM adoption in U.S. federal agencies, specifically the HR department, HR practices, and HR professionals based on the premise of HR value creation. The theoretical framework used is well-grounded in theory and yet practical and relevant for the 21st century. The participants were federal HR managers and supervisors from the Executive Office of the President, executive departments, and independent agencies in the Executive Branch of the U.S. Federal government. Three research questions were developed. Data were collected through an on line survey. Descriptive statistics were used to measure extent of strategic HRM adoption based on perceptual data. Analysis of variance (ANOVA) was used to test if a significant difference exists in extent of strategic HRM adoption between different types of agencies by Title 5 merit system coverage, agency type, agency size, agency location, and core workforce. The results of the study indicated that strategic HRM has been adopted in the federal agencies from high to medium extent, or above average. The study indicated there was no significant difference in extent of strategic HRM adoption between different types of federal agencies. Strategic human capital management has been on the U.S. Government Accountability Office’s (GAO) high-risk list since 2001. The practical findings of the study might be helpful in removing strategic human capital management from the high-risk list. For future research, the study can be replicated using different settings, participants, organization dimensions, method, or instrument. The study can be extended to conduct in-depth analysis of extent of strategic HRM or assess impact of strategic HRM on performance. Several study limitations were identified.
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