This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1803666_code1640113.pdf?abstractid=1803666&mirid=5&type=2

The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance

This study comprehensively evaluated the links between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate employee outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for predictions that the impact of High Performance Work Practices on firm performance is in part contingent on their interrelationships and links with competitive strategy was limited. The impact of human resource management (HRM) policies and prac

/pdf/the-impact-of-human-resource-management-practices-on-hesrlz2jwc.pdf

The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance

Considers structural inertia in organizational populations as an outcome of an ecological-evolutionary process. Structural inertia is considered to be a consequence of selection as opposed to a precondition. The focus of this analysis is on the timing of organizational change. Structural inertia is defined to be a correspondence between a class of organizations and their environments. Reliably producing collective action and accounting rationally for their activities are identified as important organizational competencies. This reliability and accountability are achieved when the organization has the capacity to reproduce structure with high fidelity. Organizations are composed of various hierarchical layers that vary in their ability to respond and change. Organizational goals, forms of authority, core technology, and marketing strategy are the four organizational properties used to classify organizations in the proposed theory. Older organizations are found to have more inertia than younger ones. The effect of size on inertia is more difficult to determine. The variance in inertia with respect to the complexity of organizational arrangements is also explored. (SRD)

Structural Inertia and Organizational Change

The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature ...

https://www.jstor.org/stable/pdfplus/256713.pdf

Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions

Using a unique international data set from a 1989–90 survey of 62 automotive assembly plants, the author tests two hypotheses: that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR “bundle” or system; and that these HR bundles contribute most to assembly plant productivity and quality when they are integrated with manufacturing policies under the “organizational logic” of a flexible production system. Analysis of the survey data, which tests three indices representing distinct bundles of human resource and manufacturing practices, supports both hypotheses. Flexible production plants with team-based work systems, “high-commitment” HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers consistently outperformed mass production plants. Variables capturing two-way and three-way interactions among the bundles of practices are even better predictors of performance, supporting the integrati...

https://www.jstor.org/stable/pdfplus/2524483.pdf

Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry

This article reports on the results of field observation of several youth programs in two Prime Sponsors. The paper provides both an analysis of the workings of the CETA system and an evaluation of youth programs. Unlike most studies of CETA the results reported here are based upon direct observation of programs and interviews with Prime Sponsors, as well as upon a study of the relationship between the underlying labor market problem and the nature of the policies. The article first reports the results of the programs along four dimensions: what happened to the youth, what happened to the programs, what happened to the staff, and the congruence between program design and the labor market situation facing the youth. Next the article seeks to explain the (rather discouraging) outcomes by examining the administrative and political implementation of the programs. A great deal can be explained from this perspective but purely administrative reforms are incomplete because they pay inadequate attention ...

The Politics and Economics of CETA Programs

Thesis. 1976. Ph.D.--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning.

The labor market for young men

Getting Started: The Youth Labor Market.

Employer-provided training is an important determinant of economic outcomes, yet our understanding of its extent and distribution is well out of date—with the most recent national survey being from...

How American Adults Obtain Work Skills: Results of a New National Survey:

A survey provided a description of Internal Labor Market (ILM) practices across a sample of 694 US establishments An establishment was defined as a business address and was distinct from a company Interviews were conducted by telephone Findings indicated that about 35 percent of private sector establishments with 50 or more employees had achieved substantial use of flexible work organization The adoption of these forms of work organization was correlated with three factors: being in an internationally competitive product market, having a technology that required high levels of skill, and following what could be termed a "high road" strategy that emphasized variety and quality in contrast to low cost Employer values were also important in determining whether aa establishment undertook work reorganization Evidence was also found that certain human resource practices such as high levels of training and innovative pay systems were associated with adoption of flexible work organization (Contains 38 references as well as definitions, and 6 data tables) (YLB) * Reproductions supplied by EDRS are the best that can be made * * from the original document * *********************************************************************** ROW COMMON IS WORKPLACE TRANSFORMATION AND ROW CAN WE EXPLAIN WHO ADOPTS IT? Results From A National Survey January, 1993 Paul Osterman Sloan School MIT A, This research was supported by a grant from the Spencer \---) Foundation and Frank Levy for comments on an earlier draft of this paper I am grateful to Peter Cappelli, Thomas Kochan,

/pdf/row-common-is-workplace-transformation-and-row-can-we-4phe2ln3rd.pdf

Paul Osterman

Papers

The Politics and Economics of CETA Programs

The labor market for young men

Getting Started: The Youth Labor Market.

How American Adults Obtain Work Skills: Results of a New National Survey:

Row common is workplace transformation and row can we explain who