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Modelling the impact of performance management practices on firm performance: interaction with human resource management practices

机译：建模绩效管理实践对企业绩效的影响：与人力资源管理措施的互动

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The paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performance.
机译：本文借鉴了资源管理理论，调查表现管理（PM）实践是否与组织中的人力资源管理（HRM）互动以及这种互动如何影响公司性能。通过对192家公司的调查测试了拟议的理论模型，使用部分最小二乘法用于结构方程建模。调查结果表明，当考虑这些实践与其他组织实践之间的互动和其他组织实践时，PM实践的效果更好地解释。特别是，我们研究了PM实践与基于承诺的HRM实践之间互动的程度影响性能。我们发现，当HRM实践和PM实践未对准时，它们对性能的影响可能是消极的。这是PM文献中的第一篇文献，即建立了组织中PM和HRM实践之间的关系，并展示了这种关系对公司性能的影响。

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