Findings – The study finds that HRM policies, being contingent on business strategies (cost, innovation, quality), have a positive effect on organizational performance through employee attitudes and employee behaviors. Furthermore, the study supports the view that although HRM policies do not directly lead to high organizational performance, it is high-performing firms that can directly afford HRM policies.

Research limitations/implications – Although time-lags are not present in the study in order to test time-dependent reverse causality, the concept of instant changes is used to empirically demonstrate, through a simultaneous equation system, the causal order of the variables involved in the relationship under consideration.

Practical implications – Based on the business strategies of improvement of goods, quality enhancement and improvement of service, rather than on trying to cut costs and prices, the findings have implications for practitioners seeking to design HRM policies that will improve organizational performance.
Originality/value – The paper examines reverse causality within a simultaneous equations system expressing the relationship between HRM policies and organizational performance.

Keywords Greece, Employees attitudes, Employees behaviour, Reverse causality, Business strategies, HRM policies, Organizational performance

Paper type Research paper

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دانلود مقاله لاتین بررسی علیت معکوس بین سیاستهای مدیریت منابع انسانی و عملکرد سازمانی

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دوشنبه, 07 دی 1394 19:49

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