The Relationship of Staffing Practices to Organizational Level Measures of Performance

Abstract

Scholars have noted the relative lack of research on the contribution of effective staffing practices to organizational level measures of performance (Schmitt & Schneider, 1983). We collected survey data from the heads of the HRM departments of 201 organizations regarding the extent of use of five staffing practices supported by the academic literature. We also investigated whether organizations that used more of these practices had higher levels of profitability and sales growth than organizations that used fewer of them. We found a significant positive relationship between organizations’use of the five staffing practices and both annual profit and profit growth across all industries. However, the strength of the relationship between the use of the staffing practices and organizational performance was found to vary by industry type. We also found that the extent of use of the staffing practices was related to both industry type and organizational size. Our study provides some initial data on the possible positive impact of these staffing practices on organizational level outcomes.

The Role of Recruitment and Selection Practices in the Organizational Performance of Iraqi Oil and Gas Sector: A Brief Literature Review

“…Productivity increases when best candidates are inducted. Positive relation was found by Terpstra and Rozell (1993) between selection test validation, extensiveness of recruiting and use of formal selection processes and firm profits. Some researchers concluded that there is a positive relation between organizational performance and effective staffing.…”

“…The efficiency of a firm (Huselid, 1995;Terpstra & Rozell, 1993) and its capability to construct a sustainable advantage to compete (Pfeffer, 1994;Prahalad, 1983) may depend upon whether the practices related to HRM are successfully and properly implemented (Jackson et al, 2003;Adnan & Izzat, 2012). A company's human potentials are very hard to duplicate than duplicating equipment, plant and any product (Flanagan & Despanade, 1996).…”

The Relationship among Leadership Commitment, Organizational Performance, and Employee Engagement

“…Huseld, 1995;Terpstra & Rozell, 1993). While providing useful information, HR practices cause two potential problems.…”

The effect of cultural context on the efficiency of best practices in human resource management

“…Por un lado, se encuentran trabajos que tratan sobre prácticas aisladas. En concreto, se han abordado aspectos como la compensación variable (Gerhart y Milkovich, 1990), el reclutamiento y la selección (Tepstra y Rozell, 1993), la evaluación del rendimiento (Borman, 1991) y la formación (Rusell, Terborg y Powers, 1985). Y por otro, trabajos que analizan un conjunto o sistema constituido por este tipo de prácticas (Arthur, 1994;Huselid, 1995;Ichniowski et al, 1997;MacDuffie, 1995;Walton, 1985), que vienen a ser los que se denominan STAR.…”