Test of a Causal HRM Performance Linkage Model Evidence from…测试因果人力资源管理绩效联动模型证据来自.pdfVIP

Applied H.R.M. Research , 2010, Volume 12, Number 1, pages 1-16 Test of a Causal HRM-Performance Linkage Model: Evidence from the Greek Manufacturing Sector Anastasia A. Katou Department of Marketing and Operations Management University of Macedonia Greece Although several studies have recognized the relationship between HRM policies and organizational performance, the mechanisms through which HRM policies lead to organizational performance remain unexplored. This paper investigates the pathways leading from HRM policies to organizational performance by using structural equation modelling. Specifically, we used SEM to test a research framework that is constituted by a set of causal relationships between organizational and other contingencies, business strategies, HRM policies, HRM outcomes, and organizational performance. Employing data from 178 organisations operating in the Greek manufacturing sector, results indicate that the impact of HRM policies on organizational performance is mediated through the HRM outputs of skills, attitudes and behaviour, and moderated by business strategies, organizational context and other contingencies. Thus, the paper not only supports that HRM policies have a positive impact on organizational performance but also explains the mechanisms through which HRM policies improve organizational performance. In today‟s global and highly competitive environment, organisations are turning to the human resource management (HRM) function to facilitate the development of a competitive strategy that will help the development of the organisation‟s core competencies, which in turn will advance performance. The universalistic, contingency, configuration (Delery Doty, 1996) andfully integrated (Hall Torrington, 1998) perspectives