The Impact of Human Resource Management on Organizational Performance: Progress and Prospects

Becker, Brian E.; Gerhart, Barry

doi:10.5465/256712

Cited by 964 publications

(1,387 citation statements)

References 35 publications

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“…To this end, we propose a mode of coaching (for individuals and the organisation, see Segers et al, 2011) as an HRM practice which could be mobilised, where the focus is to restore confidence in making a difference. In other words, the core of HRM practice and the way sub-practices are orchestrated is geared not only to evidence of impact on the bottom line (Becker & Gerhart 1996), but also to restoring the management in HRM practice so as to realise that impact is another critical priority. The focus on impact beyond profitability is a way of broadening the agenda beyond economic measures.…”

Section: Innovation In Hrm: Realising the Impact Of Man-agement In Hrmmentioning

confidence: 99%

Human Resource Management, Innovation and Performance

Shipton

Budhwar²,

Sparrow

et al. 2016

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Section: Innovation In Hrm: Realising the Impact Of Man-agement In Hrmmentioning

confidence: 99%

Human Resource Management, Innovation and Performance

Shipton

Budhwar²,

Sparrow

et al. 2016

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“…As part of strategic HRM research, the relationship between HRM and organizational performance (HRM-P) has been widely discussed and studied in prior literature, mostly in the private sector (Huselid, 1995;Becker and Gerhart, 1996;Paauwe and Boselie, 2005;Paauwe, 2009;Prowse and Prowse, 2010). The performance measures applied in HRM-P studies range from objective figures to a variety of subjective performance evaluations.…”

Section: Hrm and Performance In Private And Public Organizationsmentioning

confidence: 99%

Human resource management practices and the HRM-performance link in public and private sector organizations in three Western societal clusters

Vanhala

Stavrou

2013

Baltic Journal of Management

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Purpose -The purpose of the paper is to explore HRM practices and HRM-performance (HRM-P) link in public and private sector organizations across three societal clusters: the Anglo, the Germanic, and the Nordic European. Design/methodology/approach -The article is based on international Cranet HRM survey data collected from large private and public organizations. Findings -According to results, HRM is more advanced in private companies than in public sector organizations, even across three societal clusters. Instead, the analyses related to HRM-P link in private and public organizations refer to interesting similarities but also differences between organizational sectors (public versus private) and societal clusters.Research limitations/implications -The main limitation is retaining in those performance indicators that are applicable in both private and public organizations: subjective measures of productivity and service quality, only. Performance measures relevant especially in the public sector (e.g. qualitative targets, attaining budget frames) were not available, and the operationalization of HRM as an index covering the main areas of HRM may have reduced differences between public and private organizations. More in-depth research designs are needed in public sector HRM-P research. Originality/value -The paper contributes to HRM-P research by showing that the level of HRM and the HRM-P relationship varies to some extent according to sector and across Western societal clusters.

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“…Dementsprechend zeigen becker und gerhard, dass in diesem Feld teilweise vollkommen unterschiedliche aspekte adressiert und diese daher sehr stark von der Perspektive der experten und vom Untersuchungsumfeld abhängen. 25 trotzdem werden sie generalisierend mit universellem geltungsanspruch interpretiert. besonders deutlich tritt diese Problematik bei arbeitgeberwettbewerben hervor: anders als aus dem universitären Umfeld 26 vorgeschlagen, verlangen kommerzielle arbeitgeberwettbewerbe in der regel von allen Unternehmen, losgelöst von größe, Strategie und branche, den gleichen Maximalkatalog zu erfüllen.…”

Section: Möglichst Viel Personalarbeit!unclassified

Was eigentlich ist „gutes“ Personalmanagement? Einige Anregungen zur Professionalisierungsdebatte

Scholz

2010

Z Manag

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Fa c h b e i t r a gZusammenfassung: Manchmal sind es die auf den ersten blick geradezu simplen Fragen, die später bei der Suche nach ernsthaften antworten zu überraschenden Schwierigkeiten führen. Diese beobachtung gilt zweifelsohne für die Frage nach den Kriterien für "gute" Personalarbeit. eigentlich erstaunlich: Nach Jahrzehnten substanzieller Forschungsanstrengungen, nach diversen Professionalisierungsdebatten in theorie und Praxis, nach immer mehr hr-Lehrbüchern, nach diversen hr-Praktikerzeitschriften mit euphorischen beiträgen von hr-beratern, nach inzwischen mindestens vier hr-Verbänden im deutschsprachigen bereich sowie nach imposanten Konferenzen von und für Praktiker sollten wir eigentlich wissen, was "gutes" Personalmanagement ist. Um es kurz zu machen: Wir haben nicht nur eine antwort, wir haben ein ganzes bündel von sich widersprechenden antworten! Schlüsselwörter: Personalmanagement · Personalarbeit · Professionalisierung · Wertbeitrag · Nachhaltigkeit · Optimierung · Ziele JEL Classification: M5 · M12 · M20

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The Impact of Human Resource Management on Organizational Performance: Progress and Prospects

Cited by 964 publications

References 35 publications

Human Resource Management, Innovation and Performance

Human Resource Management, Innovation and Performance

Human resource management practices and the HRM-performance link in public and private sector organizations in three Western societal clusters

Was eigentlich ist „gutes“ Personalmanagement? Einige Anregungen zur Professionalisierungsdebatte

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