Toward a social context theory of the human resource management-organization effectiveness relationship

Ferris, Gerald R.; Arthur, Michelle M.; Berkson, Howard M.; Kaplan, David M.; Harrell‐Cook, Gloria; Frink, Dwight D.

doi:10.1016/s1053-4822(98)90004-3

Cited by 276 publications

(228 citation statements)

References 72 publications

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“…Although an organization as a whole can be said to possess a unique character or identity (Dutton & Dukerich, 1991), climate is a more particularized set of attitudes, values, and shared beliefs that shape a work unit (Ferris et al, 1998). Burke & Litwin (1992) suggest that climate is a psychological state-a set of perceptions that workers have about the local work unit, how it is managed, and how workers relate to each other.…”

Section: Work Unit Spirituality and Work Unit Performancementioning

confidence: 99%

Nurturing the spirit at work: Impact on work unit performance

Duchon

Plowman

2005

The Leadership Quarterly

608

651

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Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. This definition, based on three fundamental spiritual needs, has implications for how leaders can enhance work unit performance by nurturing the spirit at work. In an exploratory study of six work units in a large hospital system we used an instrument that measures workplace spirituality. The results led to propositions concerning the effect of work unit spirituality on work unit performance and the relationship between work unit spirituality and leadership. Among medical units within the same hospital system, work unit spirituality is greater in some than in others; work unit performance is associated with work unit spirituality; and work unit leaders likely have an impact on the degree to which work units acknowledge and encourage issues of the spirit.

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Section: Work Unit Spirituality and Work Unit Performancementioning

confidence: 99%

Nurturing the spirit at work: Impact on work unit performance

Duchon

Plowman

2005

The Leadership Quarterly

608

651

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“…In the following decades, advancements in the area were important, however, there is still much that has not been thoroughly studied or fully understood. The so called 'black box' of HRM research (Ferris et al, 1998;Gomes & Sanders, 2012) indicates that the mechanisms to explaining influences of an organization's strategies on its performance through the HRM system, are still relatively undefined. In short, there are already a few studies that touch upon the issue of connecting HRM to innovation and other performance outputs (Guest, 2011), but research has yet to show a comprehensive and clear picture of such connections in modern organizations.…”

Section: Hrm Systems and Practices Supporting Innovationmentioning

confidence: 99%

Hr Practices, Knowledge Sharing and Protection Activities, and Performance — A Moderation Model

Gomes

Hurmelinna

Olander

2017

Int. J. Innov. Mgt.

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Innovation and HRM practices are connected, but the nature of these linkages may not be completely understood. Practical examples where knowledge securing practices limit efficiency of creative work, and where rewarding established ways of work prevent new approaches from being tried, suggest that there are challenges. In this study, we examine the relationships between different forms of HRM practices, knowledge sharing and protection (i.e., knowledge activities), and performance outcomes. Our findings from empirical analysis among 150 firms suggest that HRM practices are positively related to subjective overall performance and innovation performance, and that knowledge sharing likewise has such a relationship with performance outcomes. Furthermore, when knowledge sharing is accompanied with HR practices targeted to securing knowledge, innovation performance can be improved. Knowledge securing also comes in play when it is combined with HR practices of personnel compensation and appraisal; in this case subjective performance is diminished. This leads us to suggest that companies might benefit from smart HRM systems.

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“…Ferris et al (Ferris, Arthur, Berkson, & Kaplan, 1998) proposed social context theory, which established a dynamic relationship model between human resource management and organization effectiveness in 1998. In 2000, Mitchell Park proposed a conceptual model of strategic human resource management and organizational performance (Sheppeck & Militello, 2000).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Study on the Impact of Strategic Human Resource Management on Enterprise Performance

Ding

Cai²

2018

IJHRS

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With the development of economy, the competition among enterprises is becoming more and more intense in China. Human resources as the core competitiveness of enterprises are very important to the performance of enterprises. This article mainly discusses the impact of strategic human resource management on enterprise performance. The article has four parts including introduction, literature review, materials and methods and result and discussion. In this article, there are two hypotheses. The first one is the career development and employee training programs have the positive impact of improvement of strategic human resource management on business performance; the other one is performance based wage has the positive impact of improvement of strategic human resource management on business performance. After data analysis, these two hypotheses are verified.

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Toward a social context theory of the human resource management-organization effectiveness relationship

Cited by 276 publications

References 72 publications

Nurturing the spirit at work: Impact on work unit performance

Nurturing the spirit at work: Impact on work unit performance

Hr Practices, Knowledge Sharing and Protection Activities, and Performance — A Moderation Model

Study on the Impact of Strategic Human Resource Management on Enterprise Performance

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