Fits in strategic human resource management and methodological challenge: empirical evidence of influence of empowerment and compensation practices on human resource performance in Canadian firms

Chênevert, Denis; Tremblay, Manon

doi:10.1080/09585190902770547

Cited by 49 publications

(33 citation statements)

References 96 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Researchers suggest that empowering employees results in extra responsibility which needs to be rewarded; otherwise, employees tend to interpret empowerment as an extra duty which increases their workload (Erstad, 1997;Rafiq and Ahmed, 1998). Recently, Chenevert and Tremblay (2009) found that the use of an extensive empowerment strategy reduces voluntary turnover when accompanied by a compensation program that rewards performance. Based on the previous research, we hypothesize the following:…”

Section: Service Rewardsmentioning

confidence: 97%

Empowerment in hospitality organizations: Customer orientation and organizational support

Chen

2011

International Journal of Hospitality Management

View full text Add to dashboard Cite

Section: Service Rewardsmentioning

confidence: 97%

Empowerment in hospitality organizations: Customer orientation and organizational support

Chen

2011

International Journal of Hospitality Management

View full text Add to dashboard Cite

“…Contingency and configurational theories -where researchers assert that superior performance is attributable to proper congruence or fit between structural design and contextual variables -dominate the alignment research (Venkatraman, 1989;Iivari, 1992;Umanath, 2003;Chênevert and Tremblay, 2009). This perspective assumes that misalignment or misfit degrades performance (Iivari, 1992;Bergeron et al, 2001;Meilich, 2006).…”

Section: Measures Of the Alignment Constructmentioning

confidence: 99%

Strategic IT Alignment: Twenty-Five Years on

Coltman

Tallon

Sharma

et al. 2015

Journal of Information Technology

227

180

View full text Add to dashboard Cite

“…Therefore, the researchers emphasize the need for cohesive and coherent theories which are aligned to both planning and organizational strategy to properly sustain HRM. This indicates that policies and practices of HRM are likely to vary among organizations, but they need to be aligned with business strategy (Chênevert & Tremblay, 2009). According to Boxall and Purcell (2000), the impact of the person's HRM practices relies upon both the nature of the impact of other HRM practices as well as the business strategy.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Tabouli¹,

Habtoor²,

Nashief³

2016

ASS

View full text Add to dashboard Cite

This study aims to examine the impact of the human resource management (HRM) policies on the organizational commitment and the performance of the employees at Jumhoruia bank in Libya. The study encompasses the policies factor as an independent variable and the factor of employee performance as a dependent variable. This study also intends to investigate the role of "organizational commitment" as a mediator variable between the polices of (HRM) and the performance of the employee, and to achieve these aims, the researchers have used the descriptive analytical method (quantitative) which represented using (CFA) in order to verify the structural truth of the study factors reaching to use (SEM-AMOS). The study is targeting all employees working in Jumhoruia bank, the headquarters and the branches in the capital city of Libya, Tripoli The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the (HRM) and the employees' performance. The study also found that there is an indirect positive effect to the (HRM) through the organizational commitment with a percentage higher than the direct impact. the researchers recommends that all policy makers of (HRM) should pay more concern on policies and practices related to the employees which results into developing the employees' performance, also policy makers inside the bank should concentrate on emotional aspects of the employees which in turn result into a higher positive influence on their performance compared with the direct impact on their performances.

show abstract

Fits in strategic human resource management and methodological challenge: empirical evidence of influence of empowerment and compensation practices on human resource performance in Canadian firms

Abstract: To cite this article: Denis Chênevert & Michel Tremblay (2009) Fits in strategic human resource management and methodological challenge: empirical evidence of influence of empowerment and compensation practices on human resource performance in

Cited by 49 publications

References 96 publications

Empowerment in hospitality organizations: Customer orientation and organizational support

Empowerment in hospitality organizations: Customer orientation and organizational support

Strategic IT Alignment: Twenty-Five Years on

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Contact Info

Product

Resources

About