The Impact of Human Resource Management Practices on Perceptions of Organizational Performance.

Delaney, John Thomas; Huselid, Mark A.

doi:10.2307/256718

Cited by 2,062 publications

(740 citation statements)

References 42 publications

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“…In accordance to the literature (Dany, Guedri & Hatt, 2008;Delaney & Huselid, 1996;Delery & Doty, 1996;Huselid, Jackson & Schuler, 1997;Uysal, 2008), HR Metrics are directly related to Organizational Financial Performance (OFP). Though such kind relationship exists, researchers struggled a lot to translate this relationship into functional and actionable strategic plans while aiming to examine corporate targets (Becker & Gerhart, 1996;Chhinzer, 2004).…”

Section: Introductionmentioning

confidence: 60%

Does Effective Leadership Style Drive Financial Performance of Banks? Analysis in the Context of UAE Banking Sector

Cherian¹,

Farouq²

2013

IJEF

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The success for any organization in its competitive business arena depends upon an effective human resource system that is lien with its organizational strategy. In today's world banks play an important role in the social economy. The banking industry falls under the service domain where efficient risk management cannot be possible without efficient and skilled manpower. The banking sector will be termed as "People Business". The two key challenges facing banks are management of people and management of risk to determine success in the banking business. "Soft skill" is the call for today in the banking sector more than operational skills which is needed to fulfill the requirement of the customers at the counter. A combination of new technologies, diversification of products, quicker credit and risk appraisal, managing treasury and human resource at the priority would take the bank industry to the heights of international excellence. In the Gulf region, UAE is considered as a fast developing country with a strong interest for the best management practices to improve overall performance. This study targeted banks which were listed with two different markets Abu Dhabi Securities Exchange (ADX) and Dubai Financial Market (DFM). In the present study researched adopted judgment sampling approach and identified a total of 18 banks for whom selective historical financial data was available.From the results of the study it is evident that there is a direct impact of leadership style on performance of the organization. Since leadership style is one of the facets of organizational HR practices, by extension the researcher concludes that leadership style is related to the level of financial performance of an organization.

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Section: Introductionmentioning

confidence: 60%

Does Effective Leadership Style Drive Financial Performance of Banks? Analysis in the Context of UAE Banking Sector

Cherian¹,

Farouq²

2013

IJEF

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“…The scale which measures the uniqueness of the qualifications of core employees was taken from the related study of Youndt (1998). The questions to identify perceived organizational performance were gathered from the authors: Delaney and Huselid (1996); Harel and Tzafrir (1999);Hester (2005); Liqun (2004); Youndt et al (1996). The questions of the perceived market performance were also used by Liqun (2004).…”

Section: Methodsologymentioning

confidence: 99%

A Research on the Impacts of Core Employees on the Performances of SME’s

Genç¹

2014

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This study includes a research on the impacts of core employees on the perceived performances of Small and Medium Sized Enterprises (SME's). Employees, who are working at manufacturing department or basic function, were taken as core employees in the frame of the research. This research was conducted at the Middle and Eastern Black Sea region of Turkey; at 60 SME's. The research was realised on the bases of the resource-based view of the firm; the relation between the characteristics of core employees as rareness, hardness to imitation and the perceived performances of SME's were given. This study contributes to the literature for its regional focus to the topic and for the presentation of how SME's perceive organizational performance as dimensional context. The results of the research didn't support the hypothesis which claims that there is a positive relationship between the expertises of core employees, whose superior characteristics are specific to firms and the organizational performance.

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“…The literature shows various degrees of influence of different HRM practices on labor Productivity. For example training has an immediate effect on the labor Productivity (Koch & McGRATH, 1996), while information sharing has a positive impact of the productivity but through secondary channels (Delaney & Huselid, 1996). Studies which support the positive influence of HR practices and organizational outcomes are numerous and significant across the Countries (Bloom & Reenen, 2011;Delaney & Huselid, 1996;Park & Shaw, 2013).…”

Section: Introduce Hrm Practices and Labor Productivitymentioning

confidence: 99%

“…For example training has an immediate effect on the labor Productivity (Koch & McGRATH, 1996), while information sharing has a positive impact of the productivity but through secondary channels (Delaney & Huselid, 1996). Studies which support the positive influence of HR practices and organizational outcomes are numerous and significant across the Countries (Bloom & Reenen, 2011;Delaney & Huselid, 1996;Park & Shaw, 2013). Although many studies have reported a positive link between different HRM practices and objective of firm such as increase in productivity, revenue and sale while there are researchers (Ruël & Bondarouk, 2014;Tharenou, Saks, & Moore, 2007;Woodrow & Guest, 2014) who are looking critically to the practice of HRM and the labor Productivity.…”

Section: Introduce Hrm Practices and Labor Productivitymentioning

confidence: 99%

“…Moreover, the lack of a widely accepted measure of standard HRM practices makes it difficult to compare findings across studies. Although, the literature about HRM practices can be divided into optimistic and pessimistic results however, the optimistic HRM practices to enhance the Productivity of employees and organizational outcome is more dominant (Delaney & Huselid, 1996;Huselid, 1995).…”

Section: Introduce Hrm Practices and Labor Productivitymentioning

confidence: 99%

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A Review of HRM Practices and Labor Productivity: Evidence from Libyan Oil Companies

Ibrahim¹,

Mutalib²,

Abdulaziz³

et al. 2015

ASS

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The aim of this study is to review how human resource management (HRM) practice influences labor productivity in oil companies in Libya. This study brought the fact that due to the distinct features of oil companies, common discourses of MRM very often ruled out. In addition, this study focused that HRM is applied at the micro level, which influences the labor productivity in oil companies. Nevertheless, the crucial determinants for fostering labor productivity are not individual level of HRM practice, instead the macroeconomic aspects such as political instability and quality of governance and diplomatic relation. Therefore, this study prescribes a holistic approach, which is that along with micro level of HRM practice and political and macroeconomic stability are crucially important to foster labor productivity.

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The Impact of Human Resource Management Practices on Perceptions of Organizational Performance.

Cited by 2,062 publications

References 42 publications

Does Effective Leadership Style Drive Financial Performance of Banks? Analysis in the Context of UAE Banking Sector

Does Effective Leadership Style Drive Financial Performance of Banks? Analysis in the Context of UAE Banking Sector

A Research on the Impacts of Core Employees on the Performances of SME’s

A Review of HRM Practices and Labor Productivity: Evidence from Libyan Oil Companies

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