A meta‐analytic investigation of the relationship between HRM bundles and firm performance

By Mahesh Subramony. 2009

753 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3f814ea2a099ebe457e4bdb1ae393fe626a035a3

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

A High Performance Work Practices Taxonomy (2013, background): “This can explain why firms can be effective with lower levels of investment in HR practices when they operate in industries where human capital is comparatively less important (e.g., nonmanufacturing; Subramony, 2009), or where the firm’s marketing strategy places a lower emphasis on customer servic”
Deconstructing AMO framework: a systematic review (2016, background): “Hence, those practices focus on increasing the knowledge, skills and abilities (KSA) at both individual and collective levels (Demortier et al., 2014; Subramony, 2009).”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “…employees’ actions toward the accomplishment of work objectives and lead employees to perceive their organizations as valuing their contributions (Subramony, 2009), which compel them to reciprocate by holding positive attitudes and engaging in favorable discretionary behaviors (Sun et al.,…”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “…utilization of HPWS can indeed facilitate effective functioning of organizations (Combs, Liu, Hall, & Ketchen, 2006; Jiang, Lepak, Hu, & Baer, 2012; Subramony, 2009), exploring antecedents that determine the intensity of implementation of HPWS may yield valuable theoretical and practical…”
Clarifying the construct of human resource systems: Relating human resource management to employee performance (2012, background): “In addition to levels within HR systems, several researchers (Boxall & Purcell, 2008; Lepak et al., 2006; Subramony, 2009) have suggested the grouping of HR policies.”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “, 2009; Wall & Wood, 2005; Wright & Gardner, 2003), including major meta-analyses of the HRM-performance relationship (Combs, Liu, Hall, & Ketchen, 2006; K. Jiang et al., 2012; Subramony, 2009) as well as qualitative reviews of ECHRM research focusing specifically on employee well-being (Peccei et a”
“Our Most Important Asset” (2014, background): “…HRM research finds that certain HR systems can have an effect on firm performance, which is typically operationalized as relatively short-term performance (see Combs, Liu, Hall, & Ketchen, 2006; Jiang, Lepak, Hu, & Baer, 2012; Rabl, Jayasinghe, Gerhart, & Kuehlmann, 2011; Subramony, 2009).”
THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011, methodology): “Subramony (2009) found that all three bundles of HR practices (skill, motivation, and empowerment) were positively related to most organizational performance measures.”
Perceived workplace racial discrimination and its correlates: A meta‐analysis (2015, result): “Results of fail-safe N tests (Subramony, 2009) also supported the earlier publication bias tests.”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, background): “This problem, however, has received no attention to date with meta‐analyses, for example, drawing conclusions on the basis of the questionable assumption that the use of different HR practices measures does not impact the observed relationship with outcomes (e.g., Subramony, 2009).”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “…concepts associated with HRM systems (Lepak et al. 2006; Jiang et al. 2012a; Boselie et al. 2005), in particular to test empirically the impact of HRM practices on organizational performances, such as profit and voluntary turnover (e.g. Subramony 2009; Gardner et al. 2011; Jiang et al. 2012b).”
Human resource practices, employee attitudes and small firm performance (2017, background): “An important limitation is the observation that most studies exploring the ‘black box’ between HRM and organisational performance have been conducted in large organisations (Subramony, 2009), and considerably less research has focused on small businesses.”
High commitment HR practices, the employment relationship and job performance: A test of a mediation model (2016, result): “Some studies have shown evidence to support the mediating role of these variables (Jiang, Lepak, Hu, & Baer, 2012:; Subramony, 2009).”
Understanding Employees’ Perceptions of Human Resource Practices: Effects of Demographic Dissimilarity to Managers and Coworkers (2017, background): “…o o r g re at er t h an 3 0 ye ar s. Human Resource Management DOI: 10.1002/hrm has accumulated to demonstrate the relationship between the use of bundles of HR practices and firm performance at the unit-level of analysis (e.g., Combs et al., 2006; Jiang, Lepak, Hu, et al., 2012; Subramony, 2009).”