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Asia Pacific Journal of Management

Erschienen in:

01.03.2013

HRM systems and firm performance: The mediation role of strategic orientation

verfasst von: Irene Hau-siu Chow, Stephen T. T. Teo, Irene K-H Chew

Erschienen in: Asia Pacific Journal of Management | Ausgabe 1/2013

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Abstract

Prior research evidence of a set of internal fit human resource practices supports a positive human resource management (HRM)–performance relationship. Yet we know very little about exactly what drives the HRM–performance (also known as strategic HRM) relationship. In response to the call for suitable theories to explore the “black box” between HRM and firm performance, this study is designed to extend previous work by examining how the relationship between HRM and strategic orientation influences firm performance. Specifically, it examines the relationship between HRM systems, strategic orientation, and performance in a cross-section of 190 firms in Singapore. The research hypotheses were tested using multiple regression and LISREL. As predicted, there was an indirect effect between Inducement and Investment HRM systems and firm performance, such that the relationship was mediated by strategic orientation. In particular, Singaporean firms which implemented product and market differentiation strategies would mediate the HRM systems–performance relationship. Implications for research and managerial practices are provided.

Vorheriger Artikel Group-based pay-for-performance plans and firm performance: The moderating role of empowerment practices

Nächster Artikel The effect of upper echelons’ compensation on firm internationalization

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Titel: HRM systems and firm performance: The mediation role of strategic orientation
verfasst von: Irene Hau-siu Chow
Stephen T. T. Teo
Irene K-H Chew
Publikationsdatum: 01.03.2013
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 1/2013
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-012-9288-6

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