Does your HRM matter? A focus on difference between managerial and non-managerial employees
by Seonghee Cho, Robert H. Woods, Karl J. Mayer
International Journal of Services, Economics and Management (IJSEM), Vol. 3, No. 3, 2011

Abstract: The purpose of this study was to examine the impact of Human Resource Management (HRM) on organisational performance. This study addressed two measurement challenges suggested by human resource researchers: collecting data separately for managerial and non-managerial employee groups and testing the interrelationships between three organisational performance measures (turnover, labour productivity and growth rate). The structural equation model revealed that the effects of HRM implemented for the managerial employee group were different from the effects of HRM implemented for the non-managerial employees. The primary difference related to the influence of a firm's bottom line. This study also examined the interrelationships among the dependent variables and found that managers' turnover rates reduced by HRM practices increased labour productivity.

Online publication date: Sat, 09-May-2015

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Services, Economics and Management (IJSEM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com