The effect of human resource practices on organizational performance: evidence from Greece

Vlachos, Ilias (2008) The effect of human resource practices on organizational performance: evidence from Greece. The International Journal of Human Resource Management, 19 (1). pp. 74-97. ISSN 0958-5192

Full text not available from this repository. (Request a copy)
Official URL: http://dx.doi.org/10.1080/09585190701763933

Abstract

The present study addresses a central research question: how do human resource management practices contribute to organizational performance? We examined the following HR practices: (1) job security; (2) selective hiring; (3) self managed teams and decentralization of decision making; (4) compensation policy; (5) extensive training; and (6) information sharing. We surveyed food managers in Greece and recorded their perceptions on HR practices and their relation to firm performance. Results provide overall support for all HR practices except of job security. Selective hiring was found to be a key practice that improved organizational performance. Compensation policy, information sharing, decentralization of decision making and
extensive training were significant predictors for all performance variables. Directions for further research are provided.

Item Type: Article
Subjects: N600 Human Resource Management
Department: Faculties > Business and Law > Newcastle Business School > Business and Management
Depositing User: Helen Pattison
Date Deposited: 24 May 2012 15:26
Last Modified: 10 Aug 2015 11:09
URI: http://nrl.northumbria.ac.uk/id/eprint/7418

Actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics


Policies: NRL Policies | NRL University Deposit Policy | NRL Deposit Licence