Human Resource Management and Corporate Performance in the UK

By D. Guest, J. Michie, N. Conway, M. Sheehan. 2003

910 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, General Health Professions

View Paper: https://www.semanticscholar.org/paper/1accd93fe4e3046377303915e88d4e97a8d8b5d6

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Citations in the corpus

High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order (2011, background): “Several authors consider the fact that observing a covariation of HR practices and performance does not mean that there is a causal relation between both variables (Guest, Michie, Conway and Sheehan 2003 ; Wright et al.”
HRM and Performance: Achievements, Methodological Issues and Prospects (2009, neutral): “More recent studies by Guest et al. (2003), van Veldhoven (2005) and Wright et al. (2005) do check for both past and subsequent performance and, in so doing, indicate that HR practices are indeed related to future performance, but that they are also related to past performance.”
HR flexibility and firm performance: analysis of a multi-level causal model (2009, background): “Moreover, since the sample consisted of sizeable and almost equal numbers of firms from both manufacturing and service industries, and the industry effect was controlled for, the results establish that HR systems significantly affect firm-level performance in both manufacturing and service sectors, ”
Comparing perspectives on high involvement management and organizational performance across the British economy (2008, result): “Guest et al. (2003) go so far as suggesting that the diversity in the combination of practices across studies may ultimately be insignificant, as ‘positive results [where the practices are linked to high performance] appear to be reported irrespective of the definition’.”
High performance work practices: Perceived determinants of adoption and the role of the HR practitioner (2003, background): “Guest et al. (2003) failed to find a link with profitability once the previous year’s profit was controlled for.”
High commitment performance management: the roles of justice and trust (2011, background): “Performance management practices represent an important element in the HRM process and have particular significance for notions of high commitment (Fletcher and Williams, 1996), although as yet evidence of a direct linkage is weak (Guest et al., 2003).”
An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, result): “…both in the present and in previous studies, and the weak explained variance in recent research on the relationship between HRM and organizational-level productivity (Datta et al., 2005; Guest et al., 2003; Sun et al., 2007; Way, 2002; Wright et al., 2005) than on financial performance.”
Globalizing human resource management (2004, result): “This note of caution was supported in a recent UK-based study attempting to evaluate the relationship between HRM and performance (Guest et al., 2003).”