Authors: Seonghee Cho, Robert H. Woods, Karl J. Mayer
Addresses: Hotel and Restaurant Management, University of Missouri, 222 Eckles Hall, Columbia, MO 65211, USA. ' William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, 4505 Maryland Parkway, Las Vegas, NV 89154, USA. ' William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, 4505 Maryland Parkway, Las Vegas, NV 89154, USA
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.
Keywords: human resource management; HRM impact; organisational performance; turnover; labour productivity; non-managerial employees; managerial employees; growth rate; structural equation modelling; bottom line.
International Journal of Services, Economics and Management, 2011 Vol.3 No.3, pp.281 - 300
Published online: 09 May 2015 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article