Content vs. process in the hrm-performance relationship: An empirical examination

Anastasia A. Katou; Pawan S. Budhwar; Charmi Patel

doi:10.1002/hrm.21606

Content vs. process in the hrm-performance relationship: An empirical examination

Anastasia A. Katou (Lead / Corresponding author)
, Pawan S. Budhwar
, Charmi Patel

Research output: Contribution to journal › Article › peer-review

124 Citations (Scopus)

Abstract

This study investigates the impact of a human resource management (HRM) system, which integrates both content and process of human resource (HR) practices, on organizational performance, through collective employee reactions. The analysis is based on a sample of 1,250 Greek employees working in 133 public- and private-sector organizations, which operate in the present context of severe financial and economic crises. The findings of the structural equation modeling suggest that content and process are two inseparable faces of an HRM system that help to reveal a comprehensive picture of the HRM-organizational performance relationship. Based on the findings that collective employee reactions mediate the HRM content (i.e., organizational performance relationship) and HRM process moderates the HRM content (i.e., employee reactions relationship), the study has several theoretical and practice implications.

Original language	English
Pages (from-to)	527-544
Number of pages	18
Journal	Human Resource Management
Volume	53
Issue number	4
Early online date	19 Jun 2014
DOIs	https://doi.org/10.1002/hrm.21606
Publication status	Published - Jul 2014

Keywords

Collective employee reactions
Financial and economic crisis
Greece
HRM content and process
Organizational performance

ASJC Scopus subject areas

Applied Psychology
Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1002/hrm.21606

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Content vs. process in the hrm-performance relationship: An empirical examination

Abstract

Keywords

ASJC Scopus subject areas

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