The HR department's role in organisational performance

This is an overview of what the authors believe to be every empirical research article into the linkages between HRM and performance published in pre-eminent international refereed journals between 1994 and 2003. The analysis covers the design of the study, including the primary level of analysis and the identity of the respondents; the dominant theoretical framework(s) informing the article; how HRM is conceived and operationalised; how performance is conceived and operationalised; and which control and/or contingency variables are incorporated. Finally, the article examines how each study depicts the so-called ‘black box’ stage between HRM and performance. It reports wide disparities in the treatment of these components, but also some welcome commonalities and indicative trends that point towards a gradual convergence on how future research into this complex relationship might usefully be conducted. The findings are compared with previous reviews of the literature. The analysis should illuminate the ongoing debate about the linkages between HRM and performance, and prove valuable for future research designs.

[1]  S. Snell,et al.  Integrated Manufacturing and Human Resource Management: A Human Capital Perspective , 1992 .

[2]  Catherine Truss,et al.  Complexities and Controversies in Linking HRM with Organizational Outcomes , 2001 .

[3]  R. Hogler.  Transforming employment relationships: Implications for human resource management , 1996 .

[4]  The Career Attitudes and Intentions of Managers in the Finance Sector , 1996 .

[5]  Neil Conway,et al.  Human Resource Management and Corporate Performance in the UK , 2003 .

[6]  C. Atkinson.  Career Management and the Changing Psychological Contract. , 2002 .

[7]  Zella King,et al.  Power, Innovation and Problem‐Solving: The Personnel Managers’ Three Steps to Heaven? , 2004 .

[8]  Raymond Caldwell.  The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties , 2003 .

[9]  D. Guest.  Human resource management and performance: a review and research agenda , 1997 .

[10]  Lynda Gratton,et al.  The three-dimensional people strategy: Putting human resources policies into action , 2003 .

[11]  David Guest,et al.  Human resource management - the workers' verdict , 1999 .

[12]  Peter Scott,et al.  Employment, technology and industrial relations in the UK clearing banks: is the honeymoon over? , 1992 .

[13]  Charles-Henri d'Arcimoles,et al.  Human Resource Policies and Company Performance: A Quantitative Approach Using Longitudinal Data , 1997 .

[14]  H. Willmott,et al.  Making Sense of "Quality?"-Toward a Review and Critique of Quality Initiatives in Financial Services , 1998 .

[15]  M. Marchington,et al.  'Best practice' human resource management: perfect opportunity or dangerous illusion? , 2000 .

[16]  Abagail McWilliams,et al.  Human resources and sustained competitive advantage: a resource-based perspective , 1994 .

[17]  Gardener Edward,et al.  The New Retail Banking Revolution , 1999 .

[18]  L. Gratton,et al.  Paying the piper: choice and constraint in changing HR functional roles , 2002 .