This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Web of Science (25) Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Snell, S. A. Articles by Youndt, M. A. Search for Related Content Social Bookmarking                         What's this?

Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls

The Pennsylvania State University

Mark A. Youndt

The Pennsylvania State University

This study examined the relationship between human resource management (HRM) controls used by executives and changes in the financial performance of their firms (ROA and sales growth). Results from 102 single product firms indicate that, as hypothesized, when the approach to HRM was based on behavior control, firm performance was higher when executives had complete knowledge of cause-effect relations. HRM based on output control had neither a direct nor a moderating effect on firm performance. When the approach to HRM was based on input control, performance was higher when standards of desirability were ambiguous. From a practical standpoint, these findings suggest that executives should be cognizant of several contingencies that might guide their choice among various approaches to HRM, as well as the effects these choices have on the performance of their firms. From a research standpoint, there are several issues raised in this study that suggest avenues for future investigation on HRM, control, and performance.

Journal of Management, Vol. 21, No. 4, 711-737 (1995)
DOI: 10.1177/014920639502100407


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				M. Harvey, C. Speier, and M. M. Novicevic The Evolution of Strategic Human Resource Systems and their Application in a Foreign Subsidiary Context Asia Pacific Journal of Human Resources, December 1, 2002; 40(3): 284 - 305. [Abstract] [PDF]

				D. P. Lepak and S. A. Snell Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations Journal of Management, August 1, 2002; 28(4): 517 - 543. [Abstract] [PDF]

				D. Miller and J. Lee The people make the process: commitment to employees, decision making, and performance Journal of Management, April 1, 2001; 27(2): 163 - 189. [Abstract] [PDF]

				A. Neal and M. A. Griffin Developing a Model of Individual Performance for Human Resource Management Asia Pacific Journal of Human Resources, January 1, 1999; 37(2): 44 - 59. [Abstract] [PDF]