Human Resource Management Problems in Modern Enterprises: Underlying Causes, Solutions, and an Integrated Alignment Framework

Modern enterprises increasingly depend on the capabilities, commitment, and adaptability of their employees, yet many continue to experience persistent human resource management (HRM) problems. This paper develops a critical, theory-informed synthesis of four consequential problems: capability mismatch in talent acquisition, voluntary turnover and disengagement, disconnected development and performance management, and weakly governed digital HRM. Drawing on the resource-based view, the Ability–Motivation–Opportunity (AMO) framework, and HRM system-strength theory, the analysis argues that these problems share a common root in misalignment: among HR practices, between HR systems and business strategy, and between HR policies as designed and as enacted by line managers. Instead of treating each problem with an isolated programme, the paper proposes an integrated alignment framework linking strategic workforce diagnosis, coherent AMO practice bundles, consistent line-manager enactment, and accountable people analytics through a continuous feedback loop. The paper contributes a problem–cause–solution matrix and four propositions that can guide managerial practice and future empirical testing. Because the study is a conceptual review rather than an empirical investigation, its conclusions are analytical and require validation across enterprise sizes, sectors, and institutional contexts.