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Theme 1- black box debate
Peccei & van Voorde Jiang, Lepak, Hu & Baer Liao et al 2009 Den Hartog et al 2013
2014 2012
theme Evaluate 20 years of Mediating mechanisms Management vs employee Management communication
HRM between HRM and perspective on hpws and service quality as moderator for
organizational outcomes quality manager/employee rated practices
Key - Amo - Amo model - Amo - Within group difference
components - Rsb - Multidimensional - Micro vs macro - Between group difference
- Process-oriented organizational - Between group difference
model outcomes - Within group difference
- Human proces vs - Human capital (lmx)
human capital theory - Scientifc Taylorism
advantage - Turnover - High quality service
- Universal vs - Rbv
contingency
methods Literature study Meta analytical investigation - 3 phases; employee, - Survey
of mediating mechanisms customer, manager of one - Multi source in one firm
bank
- In three steps
results HRM relates positively to - AMO relates - Disconnect between - Hrm perception is
organizational positively to hc to managers and employees mediator between
performance different extend for - Management hpws directly implemented HRM and
a-m-o to hc satisfaction and
- A&m directly related - Do not assume performance
to financial homogeneity - Communicate is moderator
outcomes - Management & employee between manager and
did not have significant employee rated HRM
relationship
model - -
, Theme 2- contingency perspective
Wood 1999 Tzabbar, Tzafrir & baruch Datta, Guthrie & Wright Toh, Morgeson &
2017 2005 Campion 2008
Theme Test if HIM is universally 1. re-evaluate the Examine how industry investigating how key
relevant. Focus on difference between characteristic affect hpws. organizational contextual
organizational performance individual practices Focus on labor productivity factors relate to bundles of HR
relative to of HPWPs practices.
on performance.
2. Expand understanding
of HRM and outcomes
3. Extend prior
examinations
Key components - HIM - Individual practices - Rbv - ASA model
- HCM (Combs) - Industry capital - Commitment
- Contingency - Training (Tharenou) intensity maximizing
perspective - AMO (subramony) & - Industry growth - Cost minimizer
- Internal fit (Jiang) - Industry product - Resource maker
- Organization/ differentiation - Contingent motivator
strategic fit - Industry dynamism - Competititve
- TQM - Universal vs motivator
contingency approach
methods Literature research Literature study → 89 studies 971 employees from 661 organizations. mostly
& 393 correlations manufacturing firms via mailed interviews managers from
survey every industry category
results Hpws have positive effect on Hrm= positively related to Capital intensity, growth and Hr is differentiated by:
organizational perfroamnce performance (small effect) product differentiation - How much invest in
with strategic factors as Training weakly related to moderate the effect between HR
moderator. financial outcomes hpws and labor productivity. - Focus on certain HR
Tqm+him outperformes others (contingency) Industry fynamism doesn’t functions
Him has positive effect on Motivation, skill & moderate the relationship. - Goal to be achieved by
performance with interaction empowerment positively HR
between him and strategic related to outcomes - More mechanistic =
integration more innovation in
place
model
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