Linking high-performance work systems and business performance: the role of employees' attitudes and behaviours
by Isidro Peña; Jesús David Sánchez de Pablo; Felipe Hernández; Manuel Villasalero
European J. of International Management (EJIM), Vol. 9, No. 5, 2015

Abstract: Both scholars and practitioners are beginning to recognise the role that human resources may play in allowing firms to remain competitive. Human Resource (HR) systems, as bundles of HR practices, and their impact on organisational performance are therefore attracting considerable attention. In spite of the variety of studies, approaches and statistical methodologies brought to bear on this issue, scholars have been unable to clarify the manner and conditions under which HR systems can become a source of competitive advantage. This owes, in part, to empirical researchers having overlooked mediating hypotheses, and instead merely choosing to examine the direct relationship between HR systems and firm performance. The critical issue is to examine the mediating mechanisms, such as employees' attitudes, through which HR management activities affect business performance. Our findings from cross-level analysis indicate that the relationship between HR systems and business performance undergoes a mediating effect from employees' attitudes and behaviours.

Online publication date: Mon, 31-Aug-2015

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