Commonalities and contradictions in HRM and performance research

Abstract

Further information on publisher's website:http://dx.doi.org/10.1111/j. 1748-8583.2005.tb00154.x Publisher's copyright statement:The denitive version is available at www.blackwell-synergy.com Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractWe present an overview of what we believe to be every empirical research article into the linkages between human resource management and performance published in pre-eminent international refereed journals between 1994 and 2003 (n=104). The analysis covers the design of the study, including the primary level of analysis and the identity of the respondent; the dominant theoretical framework(s) informing the article; how HRM is conceived and operationalised; how performance is conceived and operationalised, and which control and/or contingency variables are incorporated. Finally, the article examines how each study depicts the so-called "black box" stage between HRM and performance. We report wide disparities in the treatment of these components, but also some welcome commonalities and indicative trends that point toward a gradual convergence on how future research into this complex relationship might usefully be conducted. The findings are compared with previous reviews of the literature. The analysis should illuminate the ongoing debate about the linkages between HRM and performance and prove valuable for future research designs.

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

“…Hence, the same HRM system can be interpreted in different or even contrary ways, and it is individuals' perceptions of this system that are most relevant to individual level attitudinal and behavioural outcomes (Guest, 1999, Gerhart, Wright, McMahan and Snell, 2000, Gratton and Truss, 2003, Gerhart, 2005, Conway and Monks, 2008, Kuvaas, 2008. Whilst a wide range of studies have examined how single HRM practices such as selection, training or performance management influence individual level behaviours (for an overview see Boswell, 2002, Boselie, Dietz andBoon, 2005), more recently researchers have argued that HRM practices and strategies need to be considered holistically rather than as individual practices to assess their impact on employee outcomes Mohamed, 2010, Snape andRedman, 2010). As individual practices can substitute, complement or conflict with other HRM practices (Wright and Boswell, 2002), scholars have increasingly focused on examining the effects of combinations of HRM practices, or so called HRM bundles on employee outcomes.…”

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

“…Future research could include other potential indicators of management commitment to service quality or other potential HPWPs such as internal promotion opportunities, work-life balance, and teamwork for a better understanding of factors increasing frontline employees' job embeddedness (cf. Boselie et al 2005). Second, Paauwe (2009) convincingly discusses that empirical research is needed regarding the relationships between past performance, human resource practices, and subsequent performance.…”

Interpersonal affect and host country national support of expatriates

“…Therefore, additional appropriate control variables should be included in estimation in order to avoid reporting (Boselie et al, 2005) inaccurate results. Accordingly, in order to isolate the possible links between the variables involved, the estimated path diagram for the proposed framework (Figure 1) should be obtained.…”