Impact of people management practices on organizational performance: analysis of a causal model
Impact of people management practices on organizational performance: analysis of a causal model
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人员管理实践对组织绩效的影响：因果模型分析
DOI：
10.1080/0958519032000145648
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发表时间：
2003
期刊：
影响因子：
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通讯作者：
R. N. Anantharaman
中科院分区：
文献类型：
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作者：
A. Paul;R. N. Anantharaman
摘要虽然战略人力资源管理研究者已经建立了人力资源管理实践与组织绩效之间的关系，但人力资源管理系统与组织绩效之间的中介过程尚未被探索。本文基于对印度软件公司的研究，试图通过一个干预过程来建立和检验一个将人力资源管理与组织绩效联系起来的因果模型。研究发现，甚至没有一个单一的人力资源管理实践与组织的财务业绩有直接的因果关系。与此同时，人们发现，所研究的每一种人力资源管理做法都对组织的业务和财务业绩产生间接影响。此外，人力资源管理的做法，如培训，工作设计，薪酬和奖励直接影响业务绩效参数，即，员工保留率、员工生产率、产品质量、交付速度和运营成本。
Abstract Although researchers in strategic human resource management have established a relationship between HRM practices and organizational performance, the intervening process connecting HRM system and organizational performance remains unexplored. This paper, based on a study on Indian software companies, is an attempt to develop and test a causal model linking HRM with organizational performance through an intervening process. The study has found that not even a single HRM practice has direct causal connection with organizational financial performance. At the same time, it has been found that each and every HRM practice under study has an indirect influence on the operational and financial performance of the organization. Further, HRM practices such as training, job design, compensation and incentives directly affect the operational performance parameters, viz., employee retention, employee productivity, product quality, speed of delivery and operating cost.