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Do organisational climate and strategic orientation moderate the relationship between human resource management practices and productivity?

Neal, Andrew and West, Michael A. and Patterson, Malcolm G. (2004) Do organisational climate and strategic orientation moderate the relationship between human resource management practices and productivity? CEPDP, 624. Centre for Economic Performance, London School of Economics and Political Science, London, UK. ISBN 0753017490

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Identification Number: 624

Abstract

Contingency formulations of Human Resource Management (HRM) theory suggest that the effectiveness of HRM practices should vary across firms. This study examined whether the relationship between HRM practices and productivity in manufacturing companies is contingent upon organizational climate and strategic orientation. Information on HRM, organizational structure, and competitive strategy was collected by interviewing senior managers, whilst organizational climate was assessed via employee surveys. Although organizational climate and HRM practices were both positively associated with subsequent productivity, the relationship between HRM practices and subsequent productivity was stronger for firms with a poor climate.

Item Type: Monograph (Discussion Paper)
Official URL: http://cep.lse.ac.uk
Additional Information: © 2004 the authors
Subjects: H Social Sciences > HD Industries. Land use. Labor
Sets: Collections > Economists Online
Research centres and groups > Centre for Economic Performance (CEP)
Date Deposited: 26 Jul 2008 12:06
Last Modified: 01 Oct 2010 09:13
URI: http://eprints.lse.ac.uk/id/eprint/19979

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