The Human Resource ‒ Firm Performance Relationship: Methodological and Theoretical Challenges

By Patrick M. Wright, Timothy M. Gardner. 2008

164 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/73109dd783f048c7134ae9451360791039030f67

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

High commitment HR practices, the employment relationship and job performance: A test of a mediation model (2016, background): “It has beenwidely suggested that high commitmentHR practices affect outcomes through employee perceptions, attitudes and, therefore, behaviour (Appelbaum, Bailey, Berg, & Kalleberg, 2000; Wright & Gardner, 2003).”
Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence (2007, methodology): “We use theory to seek to close this gap by focusing on the employees’ experience of HRM to suggest a casual chain in the so-called HRM black box (Wright and Gardner, 2004).”
Measuring the impact of HRM on organizational performance (2008, background): “Although little is known about the so-called “black box” that lies between the two end points of the HRM-performance relationship (Wright & Gardner, 2003), i.e. HRM as input and performance as output, this study treats the black box as a mediating stage in the HRM-performance relationship,…”
High-Performance Work Systems and Job Control (2013, background): “In addition, the question of possible mediating or moderating effects has been growing in importance, as several scholars have advocated for increased attention to understanding how HPWS relate to employee outcomes (Batt, 2002; Wright & Gardner, 2003).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “First, the theoretical logic underlying the mechanisms linking HRM and organizational outcomes remains fragmented (Huselid & Becker, 2011; Wright & Gardner, 2003).”
The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2013, background): “First, the examination of these employee outcomes addresses recent calls in the literature for additional empirical work on more proximal relationships in the HR–performance chain (e.g., Becker & Gerhart, 1996; Takeuchi et al., 2009; Wright & Gardner, 2003).”
HRM and Performance: Achievements, Methodological Issues and Prospects (2009, background): “However, on a more cautious note – a few years later – Wright and Gardner (2003) reflect on the available evidence and conclude that HR practices are at least weakly related to firm performance, while Boselie et al. (2005), drawing on a comprehensive sample of 104 studies, conclude that much –…”
Strategic human resource management, firm performance, and employee relations climate in China (2008, background): “Conducting future research using a longitudinal design seems desirable in order to disentangle these causal relationships (Wright & Gardner, 2003).”
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (2007, methodology): “Similarly, Wall and Wood (2005) and Wright and Gardner (2003) suggested that the relationship between HR systems and organizational outcomes might be more complicated than typically is depicted.”