Are the human resource practices of effective firms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises

Huang, Tung‐Chun

doi:10.1080/095851900339945

Cited by 68 publications

(46 citation statements)

References 5 publications

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“…Although no causal relationship has been proved, it may seem that successful firms possess the slack resources required to invest in HIW practices. So, the evidence provided shows that HIW practices are not related to poor performers, confirming recent studies, such as Huang (2000), which support the assumption that HR practices are significantly related to organizational performance. That is, HIW practices seem to benefit from profits.…”

Section: Discussion Of Results and Conclusionsupporting

confidence: 89%

High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes

Fernández

2003

The International Journal of Human Resource Management

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Using data on 250 Spanish firms, we examine the incidence of high-involvement practices and investigate what variables are associated with the adoption of these practices. Particularly, we analyse the influence of size, age, competitive advantage, activity sector, the existence of a recent crisis, culture, leadership style and the competitiveness of the environment on the adoption of high-involvement work practices. With all this, we try to offer an exploratory view of nature of the contexts that condition the adoption of such practices, with the aim of motivating future research more thoroughly.

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Section: Discussion Of Results and Conclusionsupporting

confidence: 89%

High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes

Fernández

2003

The International Journal of Human Resource Management

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“…outcomes) may influence, whether particular human resource practices have synergistic or independent effects on firm outcomes (Delery, 1998). Huang (2000) found in his study of 315 Taiwanese firms, and found support for the assumption that human resource strategies and organizational performance are significantly related. On the other hand, Som (2002) reported in his study of fifty-four organizations in India that the role of the HR department is positively correlated with organizational performance and the HR department plays a significant role in the adoption of 'best practices' within the organization.…”

Section: Resultsmentioning

confidence: 85%

The Indian perspective of strategic HR roles and organizational learning capability

Bhatnagar¹,

Sharma²

2005

The International Journal of Human Resource Management

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This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.

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“…For example, few of the sixteen HRPPs prescribed by Pfeffer (1994), such as incentive pay, promotion from within, training and skill development and so forth, were found to have consistent and positive impacts on firm performance (Becker and Gerhart, 1996;Delaney and Huselid, 1996;Marchington and Grugulis, 2000;Wright et al, 1999). Follow-up studies conducted outside of the US failed to find stable relationships between 'best practice' HRPPs and firm performance (De Saá-Pérez and García-Falcón, 2002;Fey et al, 2000;Huang, 2000;Khatri, 2000;Ngo et al, 1998). To reconcile these findings with the theory, Barney (1995), citing a resource-based view of competitive advantage, posits that individual practices have little economic value because they are seldom unique or difficult to imitate.…”

Section: Introductionmentioning

confidence: 84%

The impact of HR configuration on firm performance in Singapore: a resource-based explanation

Sh¹,

Phan²,

Chan

2005

The International Journal of Human Resource Management

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This study investigates how the characteristics of a firm's human resource practices and processes (HRPPs) are associated with firm performance. The results found that the extent to which HRPPs can be substituted by information technology or codified in employee manuals, made them easy to be imitated and were therefore associated with an attenuation of the firm's financial performance. On the other hand, constant positive investments into a firm's HRPPs were associated with enhanced firm performance. No significant relationships were found between the embeddedness of HRPPs with information technology or the uniqueness of the firm's HRPPs and firm performance. The results are explained in terms of the resource-based view of the firm.

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Are the human resource practices of effective firms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises

Cited by 68 publications

References 5 publications

High-involvement practices in human resource management: concept and factors that motivate their adoption

High-involvement practices in human resource management: concept and factors that motivate their adoption

The Indian perspective of strategic HR roles and organizational learning capability

The impact of HR configuration on firm performance in Singapore: a resource-based explanation

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