Theoretical and Empirical Challenges in Studying: The HR Practice - Firm Performance Relationship

Patrick M. Wright · Timothy M. Gardner

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Human Resource and Talent Management Employee Performance and Management Management and Organizational Practices

Abstract

Over the past 10 years a plethora of research has been conducted seeking to establish a relationship between human resource (HR) practices and firm performance. While this research has demonstrated promising results, a significant number of problems exist. This paper seeks to identify the theoretical and empirical challenges facing researchers who wish to further establish the impact of HR practices on firm performance. We conclude with some recommendations for future research in this area that might more accurately assess this relationship in ways that will be useful for both researchers and practitioners.

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References

1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.1996HUMAN RESOURCE MANAGEMENT, MANUFACTURING STRATEGY, AND FIRM PERFORMANCE.1998Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management 1992INTEGRATED MANUFACTURING AND HUMAN RESOURCE MANAGEMENT: A HUMAN CAPITAL PERSPECTIVE.1998Using Qualitative Methods in Organizational Research 1998Issues of fit in strategic human resource management: Implications for research

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2005The Indian perspective of strategic HR roles and organizational learning capability 2002Strategic human resource management in western multinationals in China 2005Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia 2009Strategic Management and HRM

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