HRM professionals and their perceptions of HRM and firm performance in the Philippines

Audea, Teresita; Teo, Stephen; Crawford, John

doi:10.1080/09585190500051589

Cited by 19 publications

(27 citation statements)

References 53 publications

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“…For example, Audea, Teo and Crawford (2005) used data obtained by aggregating responses from HR managers, labour or union representatives and general managers 648 J. C. Bou-Llusar et al from different organizations and performed the statistical analyses using information from the pooled dataset. In the first approach (approach 1) a single informant in each organization provides answers to all the questions in the questionnaire, but differs in that the position of the informants varies across the organizations.…”

Section: An Overview Of Research Approaches In the Hrm−performance LImentioning

confidence: 99%

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

Llusar

Martín

Roca‐Puig

et al. 2016

British J of Management

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During the last decades, many empirical studies have analysed the relationship between human resource management and firm performance. Despite the call for multiple-rater designs, a relatively large number of researchers still rely on survey responses provided by a single informant in each organization. Single-informant designs suffer from a number of problems, especially when the responses provided by different types of raters across firms are pooled into a single dataset prior to assessing their equivalence across raters. Using an illustration of the relationship between high performance work systems and firm performance, in this paper we observe that responses provided by managers holding different positions (human resource managers and sales managers) differ significantly and therefore pooling their responses into a single dataset may result in confusing conclusions. Furthermore, we demonstrate that differences arise in the estimated parameters when a multiple-key-informant approach, compared to a single-informant design, is adopted. For these reasons, data collection using multiple key informants is recommended, based on the assumption that some raters in the firm will be more knowledgeable about the variables of interest than others.

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Section: An Overview Of Research Approaches In the Hrm−performance LImentioning

confidence: 99%

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

Llusar

Martín

Roca‐Puig

et al. 2016

British J of Management

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show abstract

“…In addition, this study contributes information about job attitudes and behaviors in the Philippines, a relatively less studied country in cross-national organizational behavior research (Tsui et al, 2007). This study also directly compares the Philippines to the USA, two countries that have many on-going transactions and relationships (Audea et al, 2005). This study has implications for practice.…”

Section: Discussionmentioning

confidence: 96%

“…Because of the continuing high level of economic interaction between these two countries (Audea, Teo, & Crawford, 2005) and their strong historical links (Gupta & Kleiner, 2001), findings can have immediate applied implications for cross-cultural management and HRM practices between the two. 1 In addition, attitude and behavioral intention research on the Philippines is underrepresented (Tsui et al, 2007).…”

mentioning

confidence: 96%

Are all the parts there everywhere? Facet job satisfaction in the United States and the Philippines

2008

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“…Porter (1987) argued that transferring skills in organizations leads to competitive advantage. Audea et al, (2005) found that there is a strong relationship between firm performance and employee training. Browning et al, (2009) emphasized the importance of training to build skills and knowledge inside the organization.…”

Section: Skillsmentioning

confidence: 99%

“…Winter (2003) and Bharadwaj et al, (1993) indicated that firm characteristics include, firm size relative to competitors (e.g., market share and customer base), business portfolio composition, and the firm's order of entry into the market. Audea et al, (2005) state that larger firms tend to be more associated with higher levels of overall firm performance. Bharadwaj et al, (1993) claimed that large organizations possess more of a competitive advantage than the small organizations.…”

Section: Firm Characteristicsmentioning

confidence: 99%

The Impact of Dynamic Capabilities on Sustainable Competitive Advantage in the Pharmaceutical Sector in Egypt

Naguib¹,

Elsaid²,

Elsaid³

2017

BMR

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This study examines the relationship between dynamic capabilities (experience, routine, skills, firm characteristics, knowledge and technology) and competitive advantage sustainability in the Egyptian pharmaceutical sector. The data was collected using primary and secondary data sources. Primary data was collected from questionnaires distributed to 160 top managers in 20 pharmaceutical firms. The secondary data about pharmaceutical firms like rankings, revenues and market share was collected from external sources such as Intercontinental Marketing Service (IMS). The questionnaires examine six independent variables based on a five-scale Likert scale. The methodology used in the study is non-probability sampling (judgmental sampling), Cronbach's alpha reliability coefficient and Chi-square tests. The results support the notion that there is a significant relationship between four of the six dynamic capabilities (experience, skills, firm characteristics and knowledge) and the competitive advantage sustainability for pharmaceutical firms in Egypt. Designing the questionnaire and formulating the questions to target the required field was challenging, given that the topic is dynamic and the business scene in Egypt has witnessed drastic political changes since January 2011. The study should assist pharmaceutical companies in Egypt in directing their investments properly and in determining the weaknesses in their dynamic capabilities that need to be addressed.

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HRM professionals and their perceptions of HRM and firm performance in the Philippines

Cited by 19 publications

References 53 publications

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

Are all the parts there everywhere? Facet job satisfaction in the United States and the Philippines

The Impact of Dynamic Capabilities on Sustainable Competitive Advantage in the Pharmaceutical Sector in Egypt

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