The influence of strategic HRM and sector on perceived performance in health services organizations

John Rodwell · Stephen Teo

56 citations0/0 files storedThe International Journal of Human Resource Management

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

Abstract

In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1986Self-Reports in Organizational Research: Problems and Prospects 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1999Use of partial least squares (PLS) in strategic management research: a review of four recent studies 1995Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector 1993Reinventing government: how the entrepreneurial spirit is transforming the public sector 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.

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2020Strategic HRM and organisational performance: does turnover intention matter?2016Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship 2019Between a rock and a hard place: Seizing the opportunity of demanding customers by means of frontline service behaviors 2020Mapping the Research Landscape of Strategic Human Resource Management in Nonprofit Organizations: A Systematic Review and Avenues for Future Research

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