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How does human resource management influence organisational performance? An integrative approach-based analysis

机译：人力资源管理如何影响组织绩效？基于综合方法的分析

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Purpose - Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach - The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings - The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications - The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications - The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value - Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.
机译：目的-利用业务战略与人力资源（HR）做法之间的权变观点，本文的目的是研究人力资源管理（HRM）系统（整合了HR做法的内容和过程）对近端的影响组织成果（例如工作满意度，动力和组织承诺）和组织末梢的成果（例如员工敬业度，组织公民行为（OCB），员工之间的合作，离职意向和运营绩效）。设计/方法/方法-分析基于在108个私营组织中工作的996名希腊员工的样本，采用的统计方法是具有自举估计的结构方程模型。调查结果-结果表明，与HRM过程相比，HRM内容与工作满意度和动力更正相关，与组织承诺的相关性较小。此外，人力资源管理系统与组织成果（直接和间接）相继相关，并显着影响员工的工作满意度和动力，以及员工之间的OCB和合作以及运营绩效。研究局限性/含义-使用问卷在单个时间点收集数据，因此不允许动态因果推理。考虑到希腊正在经历严重的金融危机，这种独特背景下的发现可能无法在其他情况下推广。实际意义-给决策者的核心信息是，员工发展和奖励是人力资源管理系统内容的主要方面，而连贯性和独特性是人力资源管理系统流程的主要特征，即使在组织在经济危机环境下运作。原创性/价值-对人力资源管理系统与组织绩效之间关系的调查已变得越来越普遍。然而，衡量HRM系统影响的实证研究仍然很少见，这些研究取决于业务战略，将HR实践的内容和过程整合了HR实践对组织绩效的影响。本文填补了这一空白。

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