Strategic human resource management and its effects on firm performance: an implementation of the competing values framework

Human Resources Turnover as an Asset Acquisition, Accumulation and Divesture Process

“…Rather than concentrating as previous studies only on changes in top management, our dataset allows us to investigate other critical elements of the human capital mix. Specifically, we study 15 UK listed football clubs in order to assess the effect on shareholder wealth of the 1 See, for example, the arguments and papers cited by Davidson, Worrell and Fox (1996), Panayotopoulou, Bourantas & Papalexandris (2003), and Pfeffer (1996). Most empirical research has concentrated on the effect of human resource aspects that can be easily measured, such as formal education, training, labor quality, managerial skills, satisfaction, eg., see Edmans (2007), Griliches and Regev (1995), Hitt, Bierman, Shimizu & Kochhar (2001), Lynch and Black (1995) and Ton and Huckman (2008).…”

Human resource management best practices and firm performance: A universalistic perspective approach

“…Given the rapid growth and development in the insurance industry, human resources are considered a firm's key internal resource and are increasingly deployed as the source of competitiveness in an organization. A great number of empirical studies show that the best practices of HRM has positive relationship on firm performance and also can be the source of sustainable competitive advantage to the organization (Schuler & MacMillan, 1984;Ulrich, 1991, Wright & McMahan, 1992Huselid, 1995;Jackson & Schuler, 1995;Bjorkman & Fan, 2002;Collins & Clark, 2003;Guest et al, 2003;Panayotopoulou et al, 2003;Wright et al, 2005;Hiltrop, 2005;Gooderham et al, 2006;Othman, 2009). …”

Measuring the dimensionality of human resource management: The perspective of Malaysian SME owner-managers

“…Specifically, organizations attempt to add value to their human resources (Arokiasamy & Ismail, 2009) as well as manage the resources through a personnel department as a way of increasing their organizational performance (Abdullah et al, 2009;Ahmad & Schroeder, 2003;). Human resource management (HRM) is the process of managing human resources in an organization, and it refers to aligning those practices with business or corporate strategies (Panayotopoulou, 2003;Othman, 2008;Dhull & Narwal, 2016). It can also be referred to as the policies, practices, and systems that influence the behavior, attitudes, and performance of employees in an organization (Rowley et al, 2004).…”