Strategic human resource management and its effects on firm performance: an implementation of the competing values framework

• Published in: International journal of human resource management Vol. 14; no. 4; pp. 680 - 699
• Main Authors: Panayotopoulou, Leda, Bourantas, Dimitris, Papalexandris, Nancy
• Format: Journal Article
• Language: English
• Published: Routledge 01-06-2003
• Subjects: Business studies; Competing values framework; Competition; Environment; Greece; HRM; Human resources; Personnel management; Strategic planning; strategy; Values
• ISSN: 0958-5192; 1466-4399
• DOI: 10.1080/0958519032000057781

Based on the literature of the competing values framework, this paper develops a new HRM model and attempts to clarify what type of HRM (in terms of the orientation of the function) is linked with various aspects of firm performance. In order to acquire a better view of this much researched issue, three more factors that influence this relationship have been added to the equation: competitive strategy, external environment and organizational size. The empirical research was carried out in Greece among a sample of 104 organizations. The research findings show that when HRM is consistent with the competitive strategy it has significant effects on financial performance. Another important finding is that market performance is positively influenced by HRM flexibility and negatively influenced by HRM control, unless the external environment is complex, when the most successful combination is control-internal orientation.