The impact of human resource management practices on operational performance: Recognizing country and industry differences

Sohel Ahmad, Roger G. Schroeder

Research output: Contribution to journalArticlepeer-review

413 Scopus citations

Abstract

The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer's seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.

Original languageEnglish (US)
Pages (from-to)19-43
Number of pages25
JournalJournal of Operations Management
Volume21
Issue number1
DOIs
StatePublished - Jan 2003

Bibliographical note

Funding Information:
The first author appreciates the faculty research grant provided by the St. Cloud State University.

Copyright:
Copyright 2004 Elsevier Science B.V., Amsterdam. All rights reserved.

Keywords

  • Human resource/OM interface
  • Operational performance improvement
  • Staffing
  • Strategic human resource management

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