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HRM systems between control and commitment: occurrence, characteristics and effects on HRM outcomes and firm performance

机译：控制与承诺之间的人力资源管理系统：发生，特征以及对人力资源管理成果和企业绩效的影响

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摘要

In the literature, it is often assumed that traditional, control-oriented HRM systems are increasingly being replaced by commitment-based HRM systems because the latter generally result in higher firm performance. However, an HRM system's effectiveness may depend on an organisation's external and internal context, and neither control nor commitment HR systems are without disadvantages. Thus, the empirical validity of this claim is not clear ex ante. This paper analyses the empirical diffusion and determinants of control and commitment HRM systems in Germany as well as their impact on HRM outcomes and firm performance. The findings indicate that between the two extreme forms of high-control and high-commitment HRM systems, there are two hybrid forms (long-term-oriented control system and regulated commitment system) that combine elements of both 'pure' systems. Commitment HRM systems outperform the high-control HRM system concerning many HRM outcomes and firm performance measures. However, in direct comparison, the high and the regulated commitment HRM systems do not show substantially different outcomes, indicating that there is no one best way.
机译：在文献中，通常认为传统的，面向控制的HRM系统正越来越多地被基于承诺的HRM系统所取代，因为基于承诺的HRM系统通常会导致更高的公司绩效。但是，人力资源管理系统的有效性可能取决于组织的外部和内部环境，控制或承诺人力资源系统都不是没有缺点。因此，此权利要求的经验有效性尚不确定。本文分析了德国HRM控制和承诺系统的经验扩散和决定因素，以及它们对HRM结果和企业绩效的影响。研究结果表明，在高控制和高承诺的人力资源管理系统的两种极端形式之间，存在两种混合形式（长期导向的控制系统和规范承诺的系统），它们结合了两种“纯”系统的要素。承诺人力资源管理系统在许多人力资源管理成果和企业绩效指标方面都优于高控制性人力资源管理系统。然而，直接比较，高承诺的人力资源管理系统并没有显示出实质性的不同，这表明没有最佳方法。

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