دانلود رایگان مقاله بررسی ارتباط HRM و عملکرد شرکت: یک متا آنالیز مطالعات طولی

abstract

Existing literature on human resource management (HRM) practices and firm performance suggests that there is a positive association between the two variables. Most of the studies, however, are based on cross-sectional datasets and only few of them use panel or longitudinal datasets, which better allow the researchers to deal with problems of endogeneity. This paper draws on meta-analysis techniques to estimate the effect size of the relationship between high performance work practices (HPWPs) and firm performance measures based on the available longitudinal studies. We also examine whether the effect is greater for a combination of HPWPs than for individual HPWPs, and for operational performance than for financial performance. The results from statistical aggregation of eight longitudinal HRM-performance studies demonstrate an overall reported correlation of 0.287. Additionally we find that a set of integrated, mutually reinforcing HPWPs has a stronger impact on firm performance than do HRM practices individually and that, this effect is statistically invariant between operational performance and financial performance.

6. Conclusion and implications

Evidence that supports a positive relationship between HPWPs and firm performance has been overwhelming, whereas only a small number of longitudinal studies have investigated the statistical association between HRM and performance (see, e.g. Razouk, 2011; Wright et al., 2005; Guest et al., 2003). Surprisingly, while using cross-sectional datasets and non-predictive methodologies in the analysis, much research on HRM-performance linkage has used words like ‘affect’ or ‘impact’ in the discussion when its findings actually suggest an association rather than a causation (Guest et al., 2003). Although longitudinal studies are more informative about the nature of the relationship between HPWPs and firm performance, they can be challenging to execute because of their resource intensiveness (time, money) and complex nature and also because of the low follow-up response rate (between two time periods of data collection) caused by the usual time lag between introduction, implementation and impact of HR practices and firm performance (Wright et al., 2005) and only allow researchers to suggest a possible causal inference (for comprehensive discussion see Shadish et al., 2002)