M
Mahesh Subramony
Researcher at Northern Illinois University
Publications - 38
Citations - 1637
Mahesh Subramony is an academic researcher from Northern Illinois University. The author has contributed to research in topics: Service (business) & Organizational performance. The author has an hindex of 13, co-authored 36 publications receiving 1221 citations. Previous affiliations of Mahesh Subramony include Central Michigan University & University of Wisconsin–Oshkosh.
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A meta-analytic investigation of the relationship between HRM bundles and firm performance
TL;DR: In this article, a meta-analysis of 239 effect sizes derived from 65 studies reveals that HRM bundles have significantly larger magnitudes of effects than their constituent individual practices, are positively related to business outcomes, and display effect sizes that are comparable to or larger than those of high-performance work systems.
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Service Research Priorities: Managing and Delivering Service in Turbulent Times:
Amy L. Ostrom,Joy M. Field,Darima Fotheringham,Mahesh Subramony,Anders Gustafsson,Katherine N. Lemon,Ming-Hui Huang,Janet R. McColl-Kennedy +7 more
TL;DR: In this article, the service discipline has been used to develop a coherent set of priorities for research and practice in the societal and service context, and the authors utilized multiple different domains.
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Why organizations adopt some human resource management practices and reject others: An exploration of rationales
TL;DR: In this article, four theoretical approaches are brought to bear on the adoption or rejection of human resource practices: economic, decision-making, alignment, and diffusion approaches, and the diffusion approach attributes adoption/rejection decision to institutional pressures that encourage imitation.
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Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital
TL;DR: In this paper, the authors proposed and tested a model examining the influence of two LDP bundles on organizational performance, with human capital and social capital as mediators, and found that differentiation LDPs were positively associated with human resources, while integration lDPs positively influenced social resources.
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Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team.
Hui Liao,Mahesh Subramony +1 more
TL;DR: Results revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes.