The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices

Mitchell, Rebecca; Obeidat, Shatha M.; Bray, Mark

doi:10.1002/hrm.21587

Cited by 96 publications

(106 citation statements)

References 102 publications

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“…These results indicate that the effects of POS on service quality are mediated by transfer of training (Chand, 2010;Kenny et al, 1998;Mitchell et al, 2013), so H1 of this study is supported. …”

Section: Test Of the Model And Research Hypothesessupporting

confidence: 63%

Examining the relationship between perceived organizational support, transfer of training and service quality in the Malaysian public sector

Zumrah

2015

European Journal of Training and Development

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Purpose – This study aims to investigate the relationships among perceived organizational support (POS), transfer of training outcomes to the workplace and service quality in the context of public sector organizations in Malaysia. Design/methodology/approach – The data for this study have been collected from three sources, the employees of public sector organizations in Malaysia, their supervisors and their colleagues through surveys. Findings – The findings reveal that transfer of training has a mediating effect on the relationship between POS and service quality. Practical implications – The findings illustrate that both elements, which are the support from organization (in terms of valuing employee contribution and caring about their well-being) and employee work attitude (applying the knowledge, skills and attitudes that are learned during training on the job) are significant in influencing employee service quality. Originality/value – This study adds to the small number of studies examining the mediator of the POS and service quality relationship. Such research is essential to understand a mechanism that links POS and service quality. This study also extends the literature by examining together the factor (POS) and the consequence (service quality) of transfer of training. To date, the number of empirical studies that have examined the factors and the consequences of transfer of training in one framework is still limited.

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Section: Test Of the Model And Research Hypothesessupporting

confidence: 63%

Examining the relationship between perceived organizational support, transfer of training and service quality in the Malaysian public sector

Zumrah

2015

European Journal of Training and Development

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“…This is enabled by the rise of technology and e‐HRM tools thus allowing managers to focus on value‐adding management practices as opposed to mundane HRM tasks. Finally, devolving HRM responsibility to line management and thus allowing the department to become a strategic partner in the organization can have the positive effect of addressing any criticisms about the value of HRM and its impact on organizational performance (Mitchell, Obeidat, & Bray, ).

Hypothesis 4: Line management responsibility for HRM will be strongest where the HRM department is involved in corporate strategy decisions at an early stage .…”

Section: Hypothesesmentioning

confidence: 99%

The Institutional Antecedents of the Assignment of HRM Responsibilities to Line Managers

Brewster

Brookes

Gollan

2014

Human Resource Management

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This article uses large‐scale international data to examine how much autonomy organizations have to assign human resource management responsibilities to line managers, as indicated in the prescriptions of the literature. We use data from 11 countries to explore the impact of a variety of internal characteristics of organizations and the kind of economy in which they operate. We find that around half of the organizations assign HRM responsibilities to the line and that organizations appear to have considerable latitude in making choices in this area. Organizations in the Nordic economies are most likely to assign responsibilities for HRM to the line and those in the liberal market economies are the least likely to do so. In any economy, larger organizations, unionized organizations, and those with strategically positioned HRM departments are the least likely to allocate responsibilities for HRM to the line. We discuss the implications of our findings for future research and for practice. © 2014 Wiley Periodicals, Inc.

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“…Furthermore, for better understanding the components of HPWS, research has proposed a large number of relevant HR practices and has described how multiple HR practices function as bundles in making HPWS more efficient. Hence, research on HPWS has provided valuable insights into the organization of complex cause‐effect relations and has advanced our understanding of how HR contributes to the performance or the competitive advantage of firms (Gerhart, ; Mitchell, Obeidat, & Bray, ).…”

mentioning

confidence: 99%

Exploring the Complementarities Within High‐Performance Work Systems: A Set‐Theoretic Analysis of UK Firms

Meuer¹

2016

Human Resource Management

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High‐performance work systems (HPWS) are important conceptual instruments in the human resource management literature. Yet our current understanding of the complementarities within HPWS remains limited for two reasons: First, the dominant theoretical perspectives on HPWS provide a landscape of theoretical possibilities rather than an understanding of different possibilities through which HPWS generate positive effects on performance; and second, the literature on HPWS merely proposes several seemingly equally important HR practices. This article explores the internal nature of HPWS by integrating a configurational perspective of core, peripheral, and nonessential HR practices with a typology of complementarities. Analyzing 530 UK‐based firms using fuzzy set qualitative comparative analysis (fsQCA), I identify four frequently implemented HPWS consistently associated with high labor productivity. The complementarities within all HPWS combine pairs of core HR practices with sets of peripheral HR practices. Moreover, the complementarities within three of the four HPWS rely on firms’ avoidance of implementing certain HR practices. The results suggest that the synergies of HPWS arise from efficient complementarities and virtuous overlaps, and reveal the significance of achieving high performance by not implementing HR practices. This article thus advances a new perspective on HPWSs, highlighting the challenges involved in successfully designing HPWS. © 2016 Wiley Periodicals, Inc.

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The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices

Cited by 96 publications

References 102 publications

Examining the relationship between perceived organizational support, transfer of training and service quality in the Malaysian public sector

Examining the relationship between perceived organizational support, transfer of training and service quality in the Malaysian public sector

The Institutional Antecedents of the Assignment of HRM Responsibilities to Line Managers

Exploring the Complementarities Within High‐Performance Work Systems: A Set‐Theoretic Analysis of UK Firms

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