Human resource strategies and firm performance: what do we know and where do we need to go?

Dyer, Lee; Reeves, T. Zane

doi:10.1080/09585199500000041

Cited by 708 publications

(556 citation statements)

References 15 publications

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“…Three items were used to measure market innovation (Zhou, Yim & Tse, 2005): our product concept is difficult for existing customers to evaluate or understand, our product involves high switching costs for existing customer, and the use of our product requires a major learning effort by existing customers. We used five items to measure the financial performance of firms based on Dyer and Reeves (1995) and Zahra and Bogner (2000): high ROI (return on investment), high ROA (return on assets), high increase rate of sales, high rate of sales profit, and high market share.…”

Section: Methodology Measurementmentioning

confidence: 99%

Dynamic capabilities and organizational performance: The mediating role of innovation

Zhou

Feng

et al. 2017

Journal of Management & Organization

167

105

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How firms' dynamic capabilities lead to their competitive advantage and improved firm performance has been a core issue and full of debates. In this research, we theorize that dynamic capabilities, which could be defined by three distinct dimensions (sensing capability, integration capability, and reconfiguration capability), facilitate different types of innovation that in turn improve firm performance. Based on a sample of 204 Chinese firms, results from partial least squares structural equation modeling analyses generally support our arguments despite some nuanced differences existing among different dimensions of dynamic capabilities. This study contributes to dynamic capabilities literature by reducing the scarcity of empirical research and by uncovering the mechanisms through which dynamic capabilities influence firm performance.

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Section: Methodology Measurementmentioning

confidence: 99%

Dynamic capabilities and organizational performance: The mediating role of innovation

Zhou

Feng

et al. 2017

Journal of Management & Organization

167

105

View full text Add to dashboard Cite

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“…Financial measures can be profit, sales, and market share. Non-financial measures can include productivity, quality, efficiency, as well as attitudinal and behavioural measures, which include commitment, intention to quit and satisfaction [26]. This study will focus on the latter.…”

Section: B Firm Performance and Organizational Effectivenessmentioning

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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“…The magnitude of turnover-consequence relationships should also depend on the causal proximity of the focal outcome to the turnover construct itself. Dyer (1984) and Dyer and Reeves (1995) predicted an increasing likelihood of contamination of outcome measures as one moves from operational and organizational outcomes toward financial/bottom-line outcomes. Thus, the magnitude of turnover-outcome relationships should decrease as more distal (financial and/or market-based) outcomes considered as factors unrelated to the turnover construct (e.g., cyclical changes in sales, variations in input prices) begin to contribute to observed variance of the measures in question.…”

Section: Moderators Of Turnover-effectiveness Relationshipsmentioning

confidence: 99%

“…In all three cases, high turnover constrains productive capacity (Hausknecht & Holwerda, 2013), which should inhibit both short-and longer term performance. Following past work (Dyer & Reeves, 1995) and foreshadowing a potential moderating characteristic, we organize consequences into proximal and distal outcomes. Proximal outcomes signify direct outputs and include measures such as customer satisfaction, production efficiency, and error rates.…”

Section: Consequences Of Collective Turnovermentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

265

320

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Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using metaanalysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research. Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effectsize heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research.Keywords: collective turnover, organizational performance, retention, meta-analysis Cause and Consequences 3The issue of collective turnover-that is, "the aggregate levels of employee departures that occur within groups, work units, or organizations" (Hausknecht & Trevor, 2011, p. 353)-has a long history in management and applied psychology research. Discussions of organizational-level turnover rates extend back nearly a century, as seen in early work addressing "rates of departure" (Greenwood, 1919, p. 187) and the "stability of employment" (Fish, 1917, p. 162). Topical interest further formalized via several influential accounts of collective turnover's causes and consequences (March & Simon, 1958;Mobley, 1982;Price, 1977;Staw, 1980). More recently, this attention has intensified in terms of empirical studies (e.g., Batt & Colvin, 2011;Shaw, Dineen, Fang, & Vellella, 2009;Siebert & Zubanov, 2009;Trevor & Nyberg, 2008), theoretical contributions (Dess & Shaw, 20...

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Human resource strategies and firm performance: what do we know and where do we need to go?

Cited by 708 publications

References 15 publications

Dynamic capabilities and organizational performance: The mediating role of innovation

Dynamic capabilities and organizational performance: The mediating role of innovation

HRM Practices and Employee Retention in Thailand—A Literature Review

Causes and consequences of collective turnover: A meta-analytic review.

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