Measuring the impact of HRM on organizational performance
The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results...
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| Formato: | artículo |
| Fecha de publicación: | 2008 |
| País: | España |
| Recursos: | Universitat Politècnica de Catalunya (UPC) |
| Repositorio: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglés |
| OAI Identifier: | oai:upcommons.upc.edu:2099/7052 |
| Acesso em linha: | https://hdl.handle.net/2099/7052 |
| Access Level: | acceso abierto |
| Palavra-chave: | Personnel management HRM policies Organizational performance Greece Grecia Human resources management Personal -- Administració Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans |
| Resumo: | The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes |
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