The Effects of Human Resource Management Practices on Productivity

Ichniowski, Casey; Shaw, Kathryn; Prennushi, Giovanna

doi:10.3386/w5333

Cited by 1,230 publications

(1,792 citation statements)

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“…Furthermore, scholars generally concur that the ability of a firm to attract, develop and retain skilled and capable employees has a positive effect and helps the business maintain a growthoriented strategy (Barringer and Jones, 2004;Ichniowski et al, 1997;Pena, 2002). A firm's employees are a critical resource in the achievement and maintenance of rapid growth (Lin, 1998;Thakur, 1999;Robson and Bennett, 2000) and as a result they need to manage their HRM practices accordingly.…”

Section: Human Capitalmentioning

confidence: 99%

Towards a new framework for SMEs success: a literature review

Lampadarios

Kyriakidou

Smith

2017

IJBG

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Section: Human Capitalmentioning

confidence: 99%

Towards a new framework for SMEs success: a literature review

Lampadarios

Kyriakidou

Smith

2017

IJBG

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“…Human resource management practices consist of many policies and practices that are used by managers to recruit, select, develop, utilize, reward, and maximize the potential of human resources in organizations [6]. They have been studied extensively by researchers, but the ones that have a significant effect on firm performance are compensation & benefits management and reward system, and training & development [7], [8]. These are considered by organizations to be important human resource practices for the following reasons.…”

Section: A Human Resource Management Systemmentioning

confidence: 99%

HRM Practices and Employee Retention in Thailand—A Literature Review

Tangthong¹,

Trimetsoontorn²,

Rojniruntikul³

2014

IJTEF

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Abstract-An empirical study is conducted to investigate the effects of HRM practices on employee retention in Thailand's FDI manufacturing industry. HRM practices that will be covered in this research consist of compensation & benefits management and reward system, and training & development. HR Intervening, which acts as the mediating variable, will be employee engagement. As the dependent variable and an observed variable, is employee retention. Thus, the conceptual model created for this study will comprise of two independent variables, one mediating variable and one dependent variable. A total of 5 theoretically-based hypotheses are developed, indicating possible positive and negative relationships among the variables of the model. Input consists of 400 top management, human resources managers/leaders and line managers of Thailand FDI's key industrial zone in Rayong province. The proposed model is empirically tested by using AMOS of a Path Analysis modeling approach. It is hoped that this study will help both academics and those managing human resource to realize, understand and see the influence of HRM practices and employee retention.need to be provided with training & development to develop their skills and perform better at work. Training and development can lead to superior knowledge, skills, abilities, attitudes, and behavior of employees, thereby enhancing excellent financial and non-financial performance of the organizations [10]. As for firm performance, employee retention is chosen as the observed variable since previous studies have shown how it has been related to effectiveness as a human resource outcome [11]. While there have been many studies on the relationship between human resource practices and firm performance, there are also studies that have managed to identify other factors that could have an impact on the relationship between HRM practices and organizational performance [12]. These factors are the HR Intervening, which mediate the relationship between HRM practices and firm performance. Employee engagement is chosen as the HR Intervening in this study, so as to gain a better understanding of the nature and the impact that employee engagement has on compensation & benefits management and reward system, and training & development as the two HRM practices, and employee retention, as the observed variable of firm performance. Thus, by understanding the relationship between HRM practices and firm performance, it would serve as a platform for managers in organizations by assisting them to achieve better performance. II. LITERATURE REVIEW AND HYPOTHESESThis section will focus on prior literature involving HRM practices and their interactions with employee engagement and employee retention as well as the literature surrounding the hypotheses that have been formulated for this study. It will focus, in particular, on the relationships between compensation & benefits management and reward system, and training & development as the two HRM practices, employee engagement as the HR Intervening and e...

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“…5 Several studies on this issue nd that HPWOs increase productivity (see for example, Ichniowski et al 1997, Batt 1999, Appelbaum et al 2000. Empirical research on the wage e ects of HPWOs suggests that these systems also increase wages, indicating that the relationship between HPWOs and pro tability i s a m biguous (Appelbaum et al 2000, Capelli and Neumark 2001, Bauer and Bender 2002.…”

Section: Introductionmentioning

confidence: 99%

Technological change, organizational change, and job turnover

Bauer

Bender

2004

Labour Economics

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent, nonprofit limited liability company (Gesellschaft mit beschränkter Haftung) supported by the Deutsche Post AG. The center is associated with the University of Bonn and offers a stimulating research environment through its research networks, research support, and visitors and doctoral programs. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. The current research program deals with (1) mobility and flexibility of labor, (2) internationalization of labor markets, (3) welfare state and labor market, (4) labor markets in transition countries, (5) the future of labor, (6) evaluation of labor market policies and projects and (7) general labor economics. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available on the IZA website (www.iza.org) or directly from the author. This paper uses a German employer-employee matched panel data set to investigate the effect of organizational and technological changes on gross job and worker flows. The empirical results indicate that organizational change is skill-biased because it reduces predominantly net employment growth rates of unskilled and medium-skilled workers via higher job destruction and separation rates, whereas the employment patterns of skilled workers are not affected significantly. New information technologies do not have significant effects on gross job and worker flows as soon as establishment fixed-effects are controlled for.JEL Classification: J63, L23, O33

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The Effects of Human Resource Management Practices on Productivity

Cited by 1,230 publications

References 0 publications

Towards a new framework for SMEs success: a literature review

Towards a new framework for SMEs success: a literature review

HRM Practices and Employee Retention in Thailand—A Literature Review

Technological change, organizational change, and job turnover

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