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THE EFFECTS OF FLEXIBILITY IN EMPLOYEE SKILLS, EMPLOYEE BEHAVIORS, AND HR PRACTICES ON FIRM PERFORMANCE FORTHCOMING IN JOURNAL OF MANAGEMENT MOUSUMI BHATTACHARYA
| Citations: | 1 - 0 self |
BibTeX
@MISC{Gibson_theeffects,
author = {Donald E. Gibson and D. Harold Doty},
title = {THE EFFECTS OF FLEXIBILITY IN EMPLOYEE SKILLS, EMPLOYEE BEHAVIORS, AND HR PRACTICES ON FIRM PERFORMANCE FORTHCOMING IN JOURNAL OF MANAGEMENT MOUSUMI BHATTACHARYA},
year = {}
}
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Abstract
Current strategic human resource management theory suggests that HR flexibility is a dynamic capability facilitating a firm’s rapid response to changing economic environments, thus creating value. However, the components of HR flexibility and their potential relationship to firm performance have not been empirically examined. We hypothesize that flexibility of employee skills, employee behaviors, and HR practices represent critical sub-dimensions of HR flexibility and are related to superior firm performance. Results based on perceptual measures of HR flexibility and accounting measures of firm performance support this prediction. While skill, behavior, and HR practice flexibility are significantly associated with an index of firm financial performance, we find that only skill flexibility contributes to cost efficiency.
Keyphrases
employee behavior hr flexibility effect flexibility employee skill dynamic capability superior firm performance firm financial performance hr practice skill flexibility contributes critical sub-dimensions perceptual measure firm performance support economic environment employee skill firm rapid response potential relationship firm performance hr practice flexibility accounting measure
