Journal ArticleDOI
In Search of Commitment‐Oriented Human Resource Management Practices and the Conditions that Sustain Them
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In this paper, the authors examine the incidence of coherent bundles of commitment-oriented HRM practices and deploys loglinear modelling to test a series of hypotheses concerning external and internal factors that sustain such practices.Abstract:
Drawing on data from a survey of human resource management (HRM) in Irish organizations, the paper examines the incidence of coherent bundles of commitment-oriented HRM practices and deploys loglinear modelling to test a series of hypotheses concerning external and internal factors which sustain such practices. The paper identifies the low overall incidence of cohesive commitment-oriented HRM practices in organizations in Ireland. The analysis establishes that the strategic integration of HRM into corporate strategy strongly favours the adoption of such practices, as does the avoidance of union recognition. No link can be established empirically between sectoral turbulence or dynamism and either the adoption or non-adoption of coherent sets of commitment-oriented HRM practices. Nor does the modelling identify any core set of underlying features which, when observed concurrently, greatly increases the likelihood that commitment-oriented HRM practices will be adopted.read more
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A Critical Assessment of the High-Performance Paradigm
TL;DR: The authors assesses research on the effects of high-performance systems on employer, worker and union outcomes and concludes that, compared with what has long been thought of as good management practice, claims that these systems yield superior performance outcomes may be unwarranted, and their implications for both workers and unions are at best uncertain.
Journal ArticleDOI
A Critical Assessment of the High-Performance Paradigm
TL;DR: The authors assesses research on the effects of high-performance systems on employer, worker and union outcomes and concludes that, compared with what has long been thought of as good management practice, claims that these systems yield superior performance outcomes may be unwarranted, and their implications for both workers and unions are at best uncertain.
Journal ArticleDOI
A Systematic Review of Human Resource Management Systems and Their Measurement
TL;DR: In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices as mentioned in this paper.
Journal ArticleDOI
Human Resource Management as a Determining Factor in Organizational Learning
TL;DR: In this paper, the authors analyze the relation between four human resources practices (hiring, training, compensation and decision-making) and organizational learning, and find that selective hiring, strategic training and employee participation in decision making positively influence organizational learning.
Journal ArticleDOI
Total quality management, high-commitment human resource strategy and firm performance: an empirical study
J. Carlos Bou,Inmaculada Beltrán +1 more
TL;DR: In this article, the authors found a significant interaction effect between TQM and a high-commitment strategy on financial results in a sample of 222 Spanish service firms, and they also found that a high commitment strategy acts as a moderator variable between quality and organizational performance.
References
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Journal ArticleDOI
Quality management and high performance work practices: Do they coexist?
TL;DR: In this paper, the authors analyzed the impact of quality management practices on human resource management and found that the implementation of quality assurance systems and the use of different instruments to improve quality facilitate the introduction of high performance work practices, both in the area concerning work organisation and that which concerns employment relations management.