The effect of human resource management practices on the perceptions of organizational and market performance of the firm

Harel, Gedaliahui H.; Tzafrir, Shay S.

doi:10.1002/(sici)1099-050x(199923)38:3<185::aid-hrm2>3.0.co;2-y

Cited by 321 publications

(273 citation statements)

References 37 publications

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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: Methodsmentioning

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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Section: Methodsmentioning

confidence: 99%

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

Genç¹

2014

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“…Questions of the scale that was used to measure the uniqueness of core employees were taken from the study of Youndt (1998). The scale of the perceived organizational performance was collected from the studies of Delaney and Huselid (1996), Harel and Tzafrir (1999), Hester (2005), Liqun (2004), and Youndt et al (1996). The questions for perceived market performance were adapted from Liqun (2004).…”

Section: Sample and Data Collectionmentioning

confidence: 99%

“…International literature on this topic presents supporting evidence (e.g. Delaney-Huselid, 1996;Hart, 2005;Harel-Tzafrir, 1999;Hester, 2005;Liqun, 2004;Lopez-Cabrales et al, 2006;Takeuchi, 2003;Wright-MacMahan, 1992;Youndt, Snell, Dean, & Lepak, 1996;Youndt, 2001). Lopez-Cabrales et al (2006) found that, firms which are using the most valuable and unique employees have the highest efficiency level.…”

Section: Vrio Framework For Core Employeesmentioning

confidence: 99%

Core Employees’ Impact on the Performances of Turkish Large Firms: A Research in the Frame of the Resource-Based View of the Firm

Genç¹

2014

IJBM

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The basic aim of this study is to explore the impact of core employees on organizational performance with a research conducted on Turkish large firms. Core employees were taken as the personnel, working at the production functions of firms, and their role were examined in frame of the resource-based view. Survey forms were developed by international literature review and sent to top 500 firms of Turkey for 2010, which were determined by Istanbul Chamber of Commerce (ISO). This study reveals statistically significant relation between value and uniqueness and inimitability levels of core employees and organizational performance, innovation, strategic vision, flexible design, quality orientation, organizational culture, providing employee potential, and product diversity; as a reflection of resource-based view of the firm. Moreover, the analysis of data revealed the value of core employees is more effective than their uniqueness on organizational performances. This research also indicates the valuable and unique human resources of top Turkish firms as one of the basic elements that lead to competitive advantage.

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“…With reference to the workforce, Herzenberg et al (1998) have pointed that workforce agility may provide a wide range of benefits, such as quality improvement, better customer service, learning curve acceleration, economy of scope and depth. Training activities not only develop employees and improve their skills and abilities but also enhance their satisfaction with the job and their commitment to the organization (Harel and Tzafrir 1999). In addition, human resource management practices such as development-oriented appraisal and comprehensive training show a significant positive relationship with organizational commitment (Paul and Anantharaman 2004).…”

Section: Factorsmentioning

confidence: 99%

Bayesian belief network for assessing impact of factors on army’s lean–agile replenishment system

Sharma

Kulkarni

2016

Journal of Military Studies

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A dynamic time-separated lean-agile spare part replenishment system can prove beneficial to the army by being efficient (cost saving) during peace and effective (assured availability) during war. The logistics echelons must have certain attributes in order to implement such a dynamic replenishment system. The purpose of this article is to identify the factors/attributes that are necessary in a spare part replenishment system of vehicles and weapon platforms in order to implement a time-separated leanagile strategy through a systematic literature review. Furthermore, the article will investigate the impact of these factors/attributes, individually and collectively, on overall system performance. This will enable logistics managers to focus only on the factors that have greater impact on the system. A model explaining the effects of various contributory factors/attributes on the overall logistics system has been developed through a comprehensive literature review, experts' judgments and inputs from practising logisticians in the military field. The article then models the system using a Bayesian belief network (BBN) on Netica software. After the development of the model using Netica, a sensitivity analysis based on the mutual information criterion is conducted to identify the critical factors that most significantly affect a dynamic lean-agile spare part replenishment system. The study addresses the identified need of applying BBN to model an uncertain and complex military logistics domain.

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The effect of human resource management practices on the perceptions of organizational and market performance of the firm

Cited by 321 publications

References 37 publications

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

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

Core Employees’ Impact on the Performances of Turkish Large Firms: A Research in the Frame of the Resource-Based View of the Firm

Bayesian belief network for assessing impact of factors on army’s lean–agile replenishment system

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