Strategic Bundling of HRM for Organizational Performance: an Empirical Study of Publicly Listed Companies
0
조회
0
다운로드
1
인용
0
참고문헌
키워드
초록
Strategic bundling of Human Resource Management (HRM)practices among themselves works together as an entire HRMsystem rather than individual HRM practices to achieveorganizational objectives. The bundles of HR practices supportthe effectiveness of one another assuming the effectivenessof any practice depends on other practices in place. It issaid that the greater the total degree of bundling among thevarious components of HRM policies and practices, the morewill be the organizational outcomes. Realizing these facts,this study aimed to explore the level of strategic bundlingand examined the impact of such bundling on organizationalperformance to the publicly listed companies of Nepal. Thisempirical study is based on description and exploratorydesign for which data collected through the questionnairebased on 5-point liker scale. Total population of the studyat the time of data collection are 234 organizations publiclylisted in Stock Exchange of Nepal. Questionnaire is distributedto all organizations listed, response received from 105organizations, as a unit of analysis, which is fairly goodresponse. The study of strategic bundling of HRM practices perhaps thefirst study in Nepal, found that only 32 percent organizationshave followed high bundling HR practices and these highbundling organizations are significantly different with lowbundling organizations. Business organizations are trying topractice being close association of HRM policies and practiceswithin them except labor relation with employee participationand business strategies. Supporting to the internationalliterature, strategic bundling of HRM practices amongthemselves shows statistically significant effects on quality of product or services, labor productivity, financial performance,employee satisfaction, rate of innovation, employeecommitment and market share.
Abstract
Strategic bundling of Human Resource Management (HRM)practices among themselves works together as an entire HRMsystem rather than individual HRM practices to achieveorganizational objectives. The bundles of HR practices supportthe effectiveness of one another assuming the effectivenessof any practice depends on other practices in place. It issaid that the greater the total degree of bundling among thevarious components of HRM policies and practices, the morewill be the organizational outcomes. Realizing these facts,this study aimed to explore the level of strategic bundlingand examined the impact of such bundling on organizationalperformance to the publicly listed companies of Nepal. Thisempirical study is based on description and exploratorydesign for which data collected through the questionnairebased on 5-point liker scale. Total population of the studyat the time of data collection are 234 organizations publiclylisted in Stock Exchange of Nepal. Questionnaire is distributedto all organizations listed, response received from 105organizations, as a unit of analysis, which is fairly goodresponse. The study of strategic bundling of HRM practices perhaps thefirst study in Nepal, found that only 32 percent organizationshave followed high bundling HR practices and these highbundling organizations are significantly different with lowbundling organizations. Business organizations are trying topractice being close association of HRM policies and practiceswithin them except labor relation with employee participationand business strategies. Supporting to the internationalliterature, strategic bundling of HRM practices amongthemselves shows statistically significant effects on quality of product or services, labor productivity, financial performance,employee satisfaction, rate of innovation, employeecommitment and market share.
참고문헌 (100)
- AMIT, R., "Strategic Assets and Organizational Rents", Strategic Management Journal, 14, pp.33~46 (1993)
- ARMSTRONG, A., "A Handbook of Human Resource Management Practices" (2001), Kogan Page
- ARTHUR, J. B., "The Link Between Business Strategy and Industrial Relation System in American Steel Mini-Mills. Industrial and Labor Relation Review", Industrial and Labor Relation Review, 3(45), pp.488~506 (1992)
- ARTHUR, J. B., "Effects of Human Resource Systems on Manufacturing Performance and Turnover", Academy of Management Journal, 37(3), pp.670~687 (1994)
- ATKINSON, J., "Manpower Strategies for Flexible Organizations", Personnel Management, 16(8), pp.28~31 (1984)
- BAE, J., "Organizational and HRM Strategies in Korea: Impact on Firm Performance in the Emerging Economy", Academy of Management Journal, 43(3), pp.502~517 (2000)
- BAIRD, L., "Strategic Human Resource Management: Implications for Training Human Resource Professionals", Training and Development Journal, 38(1), pp.76~78 (1984)
- BAIRD, L., "Managing Two Fits of Strategic Human Resource Management", Academy of Management Review, 13(1), pp.116~128 (1988)
- BAIRD, L., "Meshing Human Resource Planning with Strategic Business Planning: a Model Approach", Personnel, 60(5), pp.14~25 (1983)
- BARNEY, J., "On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage", Human Resource Management, 37(1), pp.31~46 (1998)
- BARNEY, J. B., "Looking Inside for Competitive Advantage", Academy of Management Executives, 9(1), pp.49~67 (1995)
- BECKER, B. E., "The Impact of Human Resource Management on Organizational Performance:Progress and Prospects", Academy of Management Journal, 39(4), pp.779~801 (1996)
- BECKER, B. E., "High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications", Research in Personnel and Human Resource Management, 16, pp.53~101 (1998)
- BEGIN, J. P., "Strategic Employment Policy: An Organizational System Perspective" (1991), Prentice-Hall
- BJORKMAN, I., "When in Rome...? Human Resource Management and the Performance of Foreign Firms Operating in India", Employee Relations, 29(6), pp.595~610 (2007)
- BJORKMAN, I., "Human Resource Management and Performance of Western Firm in China", International Journal of Human Resource Management, 13(6), pp.853~864 (2002)
- BLYTON, P., "Reassessing Human Resource Management" (1992), Sage Publications
- BOXALL, P., "Strategic Human Resource Management: Where have we come from and where should we be going?", International Journal of Management Review, 2(2), pp.183~203 (2000)
- BREWSTER, C., "Flexible Working Practices and Trade Unions", Employee Relations, 20(5), pp.443~452 (1998)
- BREWSTER, C., "Integration and Assignment: A Paradox in Human Resource Management", Journal of International Management, 3(1), pp.1~23 (1997)
- BUCKLEY, R., "The Theory and Practice of Training" (2000), Kogan Page
- BUDHWAR, P., "Evaluating Levels of Strategic Integration and Devolvement of Human Resource Management in the UK", Personnel Review, 29(2), pp.141~161 (2000)
- BURNS, T., "The Management of Innovation" (1961), Tavistock
- CUTCHER-GERSHENFELD, J., "The Impact on Economic Performance of a Transformation in Industrial Relation", Industrial and Labor Relation Review, 44, pp.241~260 (1991)
- DELERY, J. E., "Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions", Academy Of Management Journal, 39(4), pp.802~835 (1996)
- DELERY, J. E., "The Strategic Management of People in Work Organizations: Review, Synthesis and Extension", Research in Personnel and Human Resource Management, 20, pp.165~197 (2001)
- DUNLOP, J. T., "Industrial Relation System" (1958), Henry Holt and Com
- DYER, L., "Human Resource Management-Evolving Roles and Responsibilities", pp.1~46 (1988), Bureau of National Affairs
- DYER, L., "Human Resource Strategies and Firm Performance: what do we know and where do we need to go?", International Journal of Human Resource Management, 6(6), pp.56~70 (1995)
- FIELD, D., "Organizational Context and Human Resource Management Strategy: A Structural Equation Analysis of Hong Kong Firms", International Journal of Human Resource Management, 11(2), pp.264~277 (2000)
- GALBRAITH, J., "Organization Design" (1977), Addition- Wesley
- GOMEZ-MEJIA, L. R., "Managing Human Resources" (1995), Prentice Hall International
- GRATTON, L., "The Three Dimensional People Strategy: Putting Human Resource Policies into Action", Academy of Management Executive, 17, pp.74~86 (2003)
- GRUNDY, T., "How are Corporate Strategy and Human Resource Strategy Linkage?", Journal of General Management, 23(3), pp.49~72 (1998)
- GUTHRIE, J. P., "High Involvement Work Practices, Turnover, and Productivity: Evidence from New Zealand", Academy of Management Journal, 44(1), pp.180~190 (2001)
- HOQUE, K., "Human Resource Management and Performance in the UK Hotel Industry", British Journal of Industrial Relations, 37(3), pp.419~443 (1999)
- HUANG, T., "Are the Human Resource Practices of Effective Firms Distinctly Different from that type of Poorly Performing Ones? Evidence from Taiwanese Enterprise", International Journal of Human Resource Management, 2(11), pp.436~451 (2000)
- HUSELID, M. A., "Methodological Issues in Cross Sectional and Panel Estimates of the Human Resource- Firm Performance Link", Industrial Relation, 35, pp.400~422 (1996)
- HUSELID, M. A., "The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance", Academy of Management Journal, 38(3), pp.635~672 (1995)
- HUSELID, M. A., "Technical and Strategic Human Resource Management Effectiveness as Determinants of Firms Performance", Academy of Management Journal, 40(1), pp.171~188 (1997)
- Human Resource Management System and the Performance of US Manufacturing Business, "ICHNIOWSKI, C.", National Bureau of Economic Research, ~, pp.Working Paper, No. 3449 (1990)
- ICHNIOWSKI, C., "The Effects of Human Resource Management Practices on Productivity. Unpublished Paper Presented at The ILR School" (1993), The ILR School, Cornell University
- ICHNIOWSKI, C., "The Effects of HRM Practices on Productivity: A Study of Steel Finishing Line", American Economic Review, 87(3), pp.291~313 (1997)
- ITAMI, H., "Mobilizing Invisible Resources" (1987), Harvard University, Press
- JACKSON, S. E., "Understanding Human Resource Management in the Context of Organizations and their Environments", Annual Review of Psychology, 46, pp.237~264 (1995)
- JONES, G. R., "An Economic Approach to Conceptualizing the Quality of Human Resource Management Practices", Research in Personnel and Human Resource Management, 10, pp.271~299 (1992)
- KAMOCHE, K., "Strategic Human Resource Management within a Resource Capability View of the Firm", Journal of Management Studies, 2(33), pp.213~233 (1996)
- KEEP, E., "New Perspectives on Human Resource Management" (1989), Routledge
- KLEIMAN, L., "Human Resource Management- A Tool for Competitive Advantage" (1997), West Publishing Company
- KOCHAN, T., "The Mutual Gains Enterprises Forging a Wining Partnership Among Labor" (1994), HBSP
- LADO, A. A., "Human Resource Systems and Sustained Competitive Advantages: A Competency-Based Perspective", Academic of Management Review, 19(4), pp.699~727 (1994)
- LAHTEENMAKI, S., "Human Resource Management and Company Performance: The Use of Measurement and the Influence of Economic Cycle", Human Resource Management Journal, 2(8), pp.51~65 (1998)
- LAWRENCE, P. R., "Organization and Environment" (1967), Harvard University
- LEAVITT, H., "The Hand Book of Organizations", pp.1144~1170 (1965), Rand Mcnally
- LEPAK, D., "The Human Resource Architecture: Towards a Theory of Human Capital Allocation and Development", Academy of Management Review, 24(1), pp.549~569 (1999)
- LORSCH, E. E., "Managing Diversity and Interdependence" (1973), Harvard University
- LORSCH, J. W., "Organizations and their Members" (1974), Harper and Row
- LUNDY, O., "Strategic Human Resource Management" (1996), Routledge
- MACDUFFIE, J. P., "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry", Industrial and Labor Relation Review, 48(2), pp.197~221 (1995)
- MAHONEY, T. A., "Evaluation of Concept and Practice in Personnel Administration", HRM, 1986, pp.12, 223~241
- MARCHINGTON, P., "Best Practice Human Resource Management: Perfect Opportunity or Dangerous Illusion?", International Journal of Human Resource Management, 11(6), pp.1104~1124 (2000)
- MARTELL, K., "How Strategic is Human Resource Management", Human Resource Management, 34(2), pp.253~267 (1995)
- MILES, R. E., "Designing Human Resource Systems", Organizational Dynamics, 13(1), pp.36~52 (1984)
- MILLER, D., "Configurations Revisited", Strategic Management Journal, 17, pp.505~512 (1996)
- NADLER, D., "Perspective on Behavior in Organizations", pp.83~100 (1977), Mcgraw – Hill
- OSTERMAN, P., "Choice of Employment System in Internal Labor Market", Industrial Relation, 26, pp.46~67 (1987)
- OSTERMAN, P., "How Common is Workplace Transformation and Who Adopt It?", Industrial and Labor Relation Review, 47, pp.173~188 (1994)
- HRM and Performance: The Linkage between Resources and Institutional Context, "PAAUWE, J.", Erasmus University, ~, pp.RIBES Working Paper (1998)
- PETTERSON, M. G., "Impact of People Management Practices on Business Performance" (1997), IPD
- PFEFFER, J., "Competitive Advantage through People:Unleasing the Power of the Workforce" (1994), Harvard Business School Press
- PIL, K., "The Adoption of High Involvement Work Practices", Industrial Relations, 35(3), pp.423~455 (1996)
- PRAHALAD, C. K., "Developing Strategic Capabilities:An Agenda for Top Management", Human Resource Management, 22, pp.237~254 (1983)
- RAMSEY, H., "Participation: The Shop- Floor View", British Journal of Industrial Research, 1(2), pp.128~141 (1976)
- RAO, T., "Human Resource Development: Experience, Interventions and Strategies" (1996), Sage Publications
- REEVES, T., "Human Resource Strategies and Firm Performance: What do we know and where do we need to go?", International Journal of Human Resource Management, 6(3), pp.656~670 (1995)
- REICH, R. B., "The Work of Nations: Preparing ourselves for the 21st Century Capitalism" (1991), Knopf
- RITSON, N., "Corporate Strategy and the Role of Human Resource Management: Critical Case in Oil and Chemicals", Employee Relations, 21(2), pp.159~175 (1999)
- RODRIGUEZ, J. M., "Human Resource Management Systems and Organizational Performance:An Analysis of the Spanish Manufacturing Industry", International Journal of Human Resource Management, 14(7), pp.1206~1226 (2003)
- RUSSELL, J. S., "Organizational Performances and Organizational Level Training and Support", Personnel Psychology, 38, pp.849~863 (1985)
- SCHULER, R., "Linking Competitive Strategy with Human Resource Management Practices", The Academy of Management Executive, 1(3), pp.207~219 (1987)
- SCHULER, R., "Gaining Competitive Advantage through Human Resource Management Practices", Human Resource Management, 23(3), pp.241~255 (1984)
- SHARMA, A., "Strategic Human Resource Management: An Indian Perspective" (2006), Respose Books
- SHARMA, A., "Industrial Psychology" (1997), Indian Institute of Technology
- SNELL, S. A., "Integrated Manufacturing and Human Resource Management: A Human Capital Perspective", Academy of Management Journal, 35, pp.467~504 (1992)
- SNELL, S. A., "Control Theory in Strategic Human Resource Management: The Mediating Effect of Administrative Information", Academy of Management Journal, 35, pp.292~327 (1992)
- TERPSTRA, D., "The Relationship of Staffing Practices to Organizational Level Measures of Performance", Personnel Psychology, 46, pp.27~48 (1993)
- High Performance Work Practices and Firm Performance, "U. S. DEPARTMENT OF LABOR", ~ (1993)
- ULRICH, D., "Organizational Capability:Competing from the Inside Out" (1990), Wiley
- ULRICH, D., "A New Mandate for Human Resource", Harvard Business Review, pp.124~134 (1998)
- VENKATARATNAM, C., "Personnel Management and Human Resources" (1991), Tata Mcgraw-Hill
- VENKATARATNAM, C., "Structural Change and Industrial Relations", Vikalpa (1992)
- VENKATRAMAN, N., "The Concept of Fit in Strategy Research: Towards Verbal and Statistical Correspondence", Academy of Management Review, 14, pp.423~444 (1989)
- WATERMAN, T. J., "Structure is not Organization", Business Horizon, 23(3), pp.9~15 (1980)
- WOOD, S., "Human Resource Management and Performance", International Journal of Management Review, 1(4), pp.367~413 (1999)
- WRIGHT, P. M., "Human Resource Management:Perspective, Context, Function and Outcomes" (1996), Prentice Hall
- WRIGHT, P. M., "Theoretical Perspective for Strategic Human Resource Management", Journal of Management, 18(2), pp.295~320 (1992)
- WRIGHT, P. M., "Toward an Integrative View of Strategic Human Resource Management", Human Resource Management Review, 1(3), pp.203~225 (1991)
- WRIGHT, P. M., "Human Resources and the Resource Based View of the Firm", Journal of Management, 27, pp.701~721 (2001)
- WRIGHT, P. M., "Human Resource and Sustained Competitive Advantage: A Resource Based Perspective", International Journal of Human Resource Management, 5, pp.301~326 (1994)
- YOUNDT, M. A., "Human Resource Management, Manufacturing Strategy and Firm Performance", Academy of Management Journal, 39(4), pp.836~866 (1996)
