策略性人力資源管理重視各子系統的整合發展以形成更完整的策略體系，並提升至組織的戰略關係以確保相互配合與發展，據此長期增益組織效能，研究上常以三種觀點來討論策略性人力資源管理，普遍觀點重視最佳實務的推展會使組織有更好的績效；權變觀點強調須配合內部權變因子與外部權變因子且要產生最佳適配度則組織績效愈好；構形觀點認為人力資源管理的所有子系統之整體適配度愈佳則組織績效愈好。
同為探討人力運用的機制設計理論，在經濟學界獲得良好的實證檢驗，可引導機制設計者思考資訊效率和激勵相容的問題。本文以策略性人力資源管理的普遍觀點為本，把五大實務系統結合機制設計理論內涵並投射於學校場域中，透過權變觀點與資訊效率的調和、構形觀點與激勵相容的調和，相互整合成為具有實際指導方針的策略性人力資源管理機制，以提高各級學校的組織效能。研究者提出在策略性人力資源管理上，招募甄選要避免逆向選擇的問題，而須採取訊號理論、訊號篩選以及分離均衡的策略；訓練發展則要保證成員可以達成組織目標的技術能力；績效評估時須避免道德危機的問題，而要採取誘因獎勵、監督方式與聲譽制度來阻絕；薪資福利的實務與機制設計理論的激勵相容原則最有關聯，乃組織是否能達到資源最優配置的關鍵，最後應該重視各項人力資源管理活動的資訊管道，把握資訊取得的充分性、真實性、迅速性、隱密性、自願性等的實務作法。

Strategic human resource management values the integrated development of each subsystem in forming a more complete strategy system. It also considers the strategic relationship at an organizational level to ensure mutual cooperation and development, in order to increase the organizational effectiveness over the long run. Research on strategic human resource management often discusses the concept from three perspectives. The universalistic perspective believes that promoting the best practices will allow an organization to have better performance. The contingency perspective emphasizes the cooperation between internal and external contingencies; the higher the goodness of fit, the better the organizational performance. The configurational perspective believes that a higher overall goodness of fit among all the subsystems of human resource management will yield better organizational performance.
The mechanism design theory, a theory that also examines manpower utilization, has been well empirically tested in the field of economics. It can guide mechanism designers to think about the problems of information efficiency and incentives compatibility. This study is based on the universalistic perspective of strategic human resource management. It combined the five major systems of practice with the connotations of the mechanism design theory, and applied them to school settings. Through combining the contingency perspective with information efficiency and the configurational perspective with incentives compatibility, their mutual integration became a mechanism of strategic human resource management with specific guidelines. This can be used to increase the organizational performance of all levels of schools in the education system. Researcher proposed that strategic human resource management should avoid problems with adverse selection during recruitment. Instead, strategies based on the signal, screening, and separating equilibrium should be adopted. Training should equip organizational members with the skills and abilities that are needed to achieve the organization’s objectives. The process of appraisal should avoid moral hazard problems and even eliminate them by using systems of incentives, supervision, and reputation. Practical benefits are most closely related to the incentives compatibility principle, as they are the keys to whether an organization can obtain the best allocation of resources. Finally, an emphasis should be placed on the information channels for each human resource management activity. This will yield a grasp of the levels of adequacy, authenticity, rapidity, privacy, and voluntariness during the practice of information acquisition.