Strategic human resource management effectiveness and firm performance

By O. Richard, N. Johnson. 2001

365 citations recorded by the source corpus.

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Citations in the corpus

ESG performance and market value: the moderating role of employee board representation (2019, background): “While earlier studies concentrated on the impact of strategic human resource management on firms ’ performance (Richard & Johnson, 2001), the positive role played by socially and environmentally aware employees has been studied more recently (Ehnert, Parsa, Roper, Wagner, & Muller-Camen, 2016;…”
Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context (2006, methodology): “Life cycle stage: is adopted to capture maturity effects of the organization or to assess stage of organization development (Delaney and Huselid, 1996; Lumpkin and Dess, 1996; Richard and Johnson, 2001).”
Management and employee involvement in achieving an environmental action-based competitive advantage: an empirical study (2007, background): “, 1997 ; Paul and Anantharaman, 2003 ; Pfeffer, 1994 ; Richard and Johnson, 2001 ; Russo and Fouts, 1997 ), although there is a lot of research still to do.”
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research (2002, background): “Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables.”
Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005, background): “Its rare, valuable and inimitable character makes it a strategic asset, and a central element of strategic management (Wright and McMahan, 1992; Barney and Wright, 1998; Boxall, 1998; Hitt et al., 2001; Richard and Johnson, 2001; Wright et al., 2001; De Saá Pérez and Garcı́a Falcón, 2002).”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, background): “Using a sample of banks, Richard and Johnson ( 2001 ) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables.”
HRD and HRM Perspectives on Organizational Performance (2013, background): “Return on equity, the ultimate measure of the financial strength of the institution, was included in some studies (Delery & Doty, 1996; Lee & Chee, 1996; Richard & Johnson, 2001).”
The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective (2011, background): “Richard and Johnson (2001) found an association between HR managers’ satisfaction with the effectiveness of HR practices and lower labour turnover.”
High-involvement practices and performance of French firms (2004, background): “Empirical works have shown a direct link with social performance (Gelade and Ivery, 2003; Richard and Johnson, 2001), productivity (Guthrie, 2001; Huselid et al.”