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183
High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications
- Research in Personnel and Human Resource Management
, 1998
"... The strategic role of human resource management (HRM), and specifically, the influence of a firm's HRM system on its financial performance, has generated considerable interest within the academic and practitioner communities. This paper reviews the theoretical foundations for a HRM-firm perform ..."
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Cited by 243 (6 self)
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The strategic role of human resource management (HRM), and specifically, the influence of a firm's HRM system on its financial performance, has generated considerable interest within the academic and practitioner communities. This paper reviews the theoretical foundations for a HRM-firm performance relationship and focuses particularly on the potential of a high-performance work system to serve as an inimitable resource supporting the effective implementation of corporate strategy and the attainment of operational goals. Special attention is devoted to the methodological challenges inherent in the prior empirical work that has adopted this systems perspective, and what we can learn from research at different levels of analysis. We next summarize the evolution of our own work on the subject and present new findings that bear on the magnitude of the HRM strategy-firm performance relationship.
Capabilities, business processes, and competitive advantage: choosing the dependent variable in empirical tests of the resource-based view
- Strategic Management Journal
, 2004
"... A growing body of empirical literature supports key assertions of the resource-based view. However, most of this work examines the impact of firm-specific resources on the overall performance of a firm. In this paper it is argued that, in some circumstances, adopting the effectiveness of business pr ..."
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Cited by 135 (1 self)
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A growing body of empirical literature supports key assertions of the resource-based view. However, most of this work examines the impact of firm-specific resources on the overall performance of a firm. In this paper it is argued that, in some circumstances, adopting the effectiveness of business processes as a dependent variable may be more appropriate than adopting overall firm performance as a dependent variable. This idea is tested by examining the determinants of the effectiveness of the customer service business process in a sample of North American insurance companies. Results are consistent with resource-based expectations, and they show that distinctive advantages observable at the process level are not necessarily reflected in firm level performance. The implications of these findings for research and practice are discussed along with a discussion of the relationship between resources and capabilities, on the one hand, and business processes, activities, and routines, on the other. Copyright © 2003 John Wiley & Sons, Ltd. The resource-based view (RBV) asserts that firms gain and sustain competitive advantages by deploying valuable resources and capabilities that are
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research
- Journal of Management
, 2002
"... Since the early 1980s the field of HRM has seen the independent evolution of two indepen-dent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organiz ..."
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Cited by 82 (5 self)
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Since the early 1980s the field of HRM has seen the independent evolution of two indepen-dent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: level of analysis (individual/group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently. © 2002 Elsevier Science Inc. All rights reserved. Yearly Reviews of Human Resource Management (HRM) appearing in Journal of Management have consistently attempted to balance the reviewing of micro, tradi-tional, functional aspects of the field and more macro, or strategic aspects of HRM. Mahoney and Deckop’s (1986) review began this dichotomization, identifying a number of trends within the field, such as a move from personnel administration to HRM and a move from human resource planning to strategy. Three years later, Fisher (1989) further distin-guished between the macro and micro wings of HRM. She noted the distinction between the concerns of top HR executives such as tying HR to strategy and dealing with strategic
Strategic human resource management: Where do we go from here
- Journal of Management
, 2006
"... The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box ” between HR and firm performance, emphasizing the integrati ..."
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Cited by 72 (1 self)
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The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box ” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field of inquiry and management practice. Although drawing on nearly two decades of †We are grateful to Steve Frenkel, Dave Lepak, and seminar participants at Monash University for comments on an earlier version of this article.
COMMUNICATING AND CONTROLLING STRATEGY: AN EMPIRICAL STUDY OF THE EFFECTIVENESS OF THE BALANCED SCORECARD
, 2001
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The relationship between the learning organization concept and firms' financial performance: an empirical assessment. Human resource development quarterly,
, 2002
"... Despite the considerable scholarly attention that has been devoted to the concept of the learning organization, Jacobs ..."
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Cited by 39 (5 self)
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Despite the considerable scholarly attention that has been devoted to the concept of the learning organization, Jacobs
2005. In the eye of the storm: Frontline supervisors and federal agency performance
- Journal of Public Administration Research and Theory 15:505–27
"... This study examines the role of frontline supervisors in the twenty-two largest federal agencies and explores their contributions to organizational performance and effectiveness. Specifically, this study develops a measure of federal agency performance and tests a hybrid model that predicts it. Seve ..."
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Cited by 25 (4 self)
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This study examines the role of frontline supervisors in the twenty-two largest federal agencies and explores their contributions to organizational performance and effectiveness. Specifically, this study develops a measure of federal agency performance and tests a hybrid model that predicts it. Several research questions on the nature and importance of supervisory management are tested within this framework. Data for the study come from the 2000 Merit Principles Survey, U.S. Merit Systems Protection Board. The findings show that ‘‘management matters.’ ’ Frontline supervisors play an important role in organizational performance and effectiveness, and supervisory management is an important determinant of high performance in federal agencies. In addition, high-performing agencies tend to have skillful upper-level managers, strong cultures that value employees and emphasize the importance and meaningfulness of the agency’s work, and policies that empower those employees. These agencies also tend to have a strong performance orientation, and they strive for workforce diversity. These findings are explained further, and their implications are discussed. For some time, there have been ominous signs of an emerging human capital crisis in the
2005, Effects of human capital and long-term human resources development and utilization on employment growth of small-scale businesses: a causal analysis, Entrepreneurship Theory and Practice
"... The purpose of this study was to explore how three different human resource variables affect employment growth of small-scale enterprises: Human capital of business owners, human capital of employees, and human resource development and utilization. The literature suggests different models how these ..."
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Cited by 24 (0 self)
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The purpose of this study was to explore how three different human resource variables affect employment growth of small-scale enterprises: Human capital of business owners, human capital of employees, and human resource development and utilization. The literature suggests different models how these human resource variables affect business outcomes. Longitudinal data from 119 German business owners provided support for a main effect model indicating that owners ’ human capital as well as human resource development and utilization affect employment growth. Moreover, human resources development and utilization was most effective when the human capital of employees was high. We conclude that human resources are important factors predicting growth of small-scale enterprises. 1
Enhancing survey response rates at the executive level: Are employee- or consumer-level techniques effective
- Journal of Management
"... Firm-level data from executives are necessary for testing many theories in organizational sci-ence. To date, researchers who have used survey methods to get data from executives have relied on response-rate techniques that were validated in general public, customer-, or employee-level populations. I ..."
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Cited by 21 (1 self)
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Firm-level data from executives are necessary for testing many theories in organizational sci-ence. To date, researchers who have used survey methods to get data from executives have relied on response-rate techniques that were validated in general public, customer-, or employee-level populations. In a factorial field experiment, we manipulated the four most strongly supported of these techniques: incentives (gifts), advance notice, follow-up, and personalization. We also examined firm size as a potential moderator of their effects. In addition, we tested whether these response-rate enhancements affected the psychometric quality (acquiescence, self-presentation bias) of the executive survey data. Despite high statistical power (n = 1,200, 1 − β ≥.95), none of the conventional response-rate enhancement techniques were effective. Small influ-ences on response acquiescence were found but these were confined to questions that arguably had the strongest demand cues. We conclude that distinctly different techniques may be needed to generate interest and involvement among executives targeted by firm-level mail surveys, and we provide some suggestions. © 2002 Elsevier Science Inc. All rights reserved. Management researchers commonly rely on executives to be special types of “key informants ” regarding critical organizational processes (Venkatraman, 1989). While an
Does Human Capital Matter? A Meta-Analysis of the Relationship Between Human Capital and Firm Performance
- An Empirical Study of Human Resource Management Policies and Practices in Foreign-Invested Enterprises in China: the Case of Shenzhen Special Economic Zone. The International Journal of Human Resource Management, Vol.8
, 2011
"... Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its ..."
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Cited by 18 (0 self)
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Theory at both the micro and macro level predicts that investments in superior human capital generate better firm-level performance. However, human capital takes time and money to develop or acquire, which potentially offsets its positive benefits. Indeed, extant tests appear equivocal regarding its impact. To clarify what is known, we meta-analyzed effects drawn from 66 studies of the human capital–firm performance relationship and investigated 3 moderators suggested by resource-based theory. We found that human capital relates strongly to performance, especially when the human capital in question is not readily tradable in labor markets and when researchers use operational performance measures that are not subject to profit appropriation. Our results suggest that managers should invest in programs that increase and retain firm-specific human capital.
